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Employee engagement by vinay ravindran (

  1. 1. Vinay Ravindran Concept & Proposed “Integrated Employee Engagement Model” Presentation
  2. 2. <ul><li>Why Engagement is important </li></ul><ul><li>Definition of Engagement </li></ul><ul><li>Three Types of Employees </li></ul><ul><li>Gallup Questionnaire </li></ul><ul><li>Current State of Employee Engagement </li></ul><ul><li>Types of Commitment </li></ul><ul><li>Quote </li></ul><ul><li>Drivers of Engagement </li></ul><ul><li>Employees reaction towards five core job dimen sions </li></ul><ul><li>Job Demand Resource Model </li></ul><ul><li>Behavior linked with Employees Managerial Trustworthiness </li></ul><ul><li>Components of Transformational Leadership </li></ul><ul><li>Perception of Fairness </li></ul><ul><li>Trait Engagement </li></ul><ul><li>Psychological Conditions of Engagement </li></ul><ul><li>Drivers of Perceived organization support </li></ul><ul><li>Psychological State Engagement </li></ul><ul><li>Cognitions reflecting work & role Orientation </li></ul><ul><li>Critical Information for Empowerment </li></ul><ul><li>Characteristics of Engagement </li></ul><ul><li>Dimensions of Organization Citizenship behavior </li></ul><ul><li>Model of Antecedents & Consequence of employee engagement </li></ul><ul><li>A reflection of employee engagement models and its drivers stated by different Management Gurus . </li></ul><ul><li>Proposed Integrated Model of Employee Engagement for my current Employer </li></ul><ul><li>End results of Employee Engagement </li></ul>Presentation Flow
  3. 3. Why is Employee Engagement so important Engaged Employees will be key to competetitive advantage with changing nature of work & diversity of workforce. Companies that have understood the conditions that enhance the employee engagement has created a work culture which competitors will find very difficult to imitate . Continued…
  4. 4. In fast changing business environment it is difficult to precisely specify roles and responsibilities and employees had to make decisions based on ambiguous situations . Many employees are looking for environments where they can be be engaged and feel that they are contributing in a positive way to something larger than themselves . Why is Employee Engagement so important
  5. 5. Definition of Engagement <ul><ul><li>Engagement can be characterized by energy , involvement, and efficacy. </li></ul></ul>Question remains engagement is a unique concept or merely a repacking of other constructs, different researcher has have defined engagement both attitudinally and behaviorally . Attitudinal & Behavioral Definition of Engagement
  6. 7. Say, Stay Strive
  7. 8. 1 2 3
  8. 9. Gallup Questionnaire
  9. 10. Engagement Above basic loyalty to the employer = Beyond simple satisfaction with the employment arrangement Engagement = Current State of Employee Engagement
  10. 11. Commitment
  11. 12. “ the type of commitment is critical ; employees who want to belong to the organization…..are more likely to perform well than those who need to belong” Quote
  12. 13. <ul><li>HR SYSTEM </li></ul><ul><li>Organization Design </li></ul><ul><li>Job Design </li></ul><ul><li>Staffing </li></ul><ul><li>Rewards </li></ul><ul><li>Training & Development </li></ul><ul><li>Performance Management </li></ul><ul><li>Leadership & Development </li></ul><ul><li>Work Life Benefits </li></ul><ul><li>JOB CHARACTERSTICS </li></ul><ul><li>Skill Variety </li></ul><ul><li>Task Identity </li></ul><ul><li>Task Significance </li></ul><ul><li>Task Autonomy </li></ul><ul><li>Job Feedback </li></ul><ul><li>Job Resources </li></ul><ul><li>Job Demands </li></ul><ul><li>ROLE </li></ul><ul><li>Role Clarity </li></ul><ul><li>Role Fit </li></ul><ul><li>COWORKERS </li></ul><ul><li>Social Identity </li></ul><ul><li>Support </li></ul><ul><li>Trust </li></ul><ul><li>MANAGEMENT </li></ul><ul><li>Support </li></ul><ul><li>Clear Expectations </li></ul><ul><li>Feedback </li></ul><ul><li>Recognization </li></ul><ul><li>Trustworthiness </li></ul><ul><li>Consistency </li></ul><ul><li>Integrity </li></ul><ul><li>Fairness </li></ul><ul><li>LEADERSHIP </li></ul><ul><li>Transformational </li></ul><ul><li>Openness </li></ul><ul><li>Vision </li></ul><ul><li>PERCEPTION OF FAIRNESS </li></ul><ul><li>Distributive </li></ul><ul><li>Procedural </li></ul><ul><li>Interactional </li></ul><ul><li>TRAITS </li></ul><ul><li>Proactive Personality </li></ul><ul><li>Autotelic Personality </li></ul><ul><li>Positive Affectivity </li></ul><ul><li>Conscientiousness </li></ul><ul><li>Self Efficacy </li></ul><ul><li>Self –Esteem </li></ul><ul><li>Locus of Control </li></ul><ul><li>PSYCHOLOGICAL CONDITIONS OF ENGAGEMENT </li></ul><ul><li>Meaningfulness </li></ul><ul><li>Psychological Safety </li></ul><ul><li>Psychological Availability </li></ul><ul><li>Perceived Organization Support </li></ul><ul><li>Psychological Contract Fulfillment </li></ul><ul><li>PSYCHOLOGICAL STATE OF ENGAGEMENT </li></ul><ul><li>Job Involvement </li></ul><ul><li>Empowerment </li></ul><ul><li>Affective Commitment </li></ul><ul><li>Positive Affectivity </li></ul><ul><li>BEHAVIORAL ENGAGEMENT </li></ul><ul><li>Organizational Citizenship Behavior </li></ul><ul><li>Performance;,Profienciency; </li></ul><ul><li>adaptivity;resiliency, </li></ul><ul><li>innovation </li></ul><ul><li>STRATEGIC OUTCOMES </li></ul><ul><li>Productivity </li></ul><ul><li>Quality </li></ul><ul><li>Customer Satisfaction </li></ul><ul><li>FINANCIAL /MARKET PERFORMANCE </li></ul><ul><li>revenue </li></ul><ul><li>profits </li></ul><ul><li>Market Value </li></ul>Drivers of Engagement
  13. 14. Drivers of Engagement
  14. 15. DRIVERS OF ENGAGEMENT Drivers of Engagement
  15. 16. The Degree to which a job requires a variety of different activities and a number of different skills to carry out the work , Feedback <ul><li>The degree to which the individuals obtains direct and clear information about the effectiveness of his or her performance </li></ul>EMPLOYEE REACT POSITIVELY TO FIVE CORE JOB DIMENSIONS Skill Variety
  16. 17. Relationship of resources to Demands Job Demand Resources Model
  17. 18. Concerns the reliability and dependability of others <ul><li>Rooted in the emotional relationships between individuals. </li></ul><ul><li>Individuals generally express concern for the welfare of each other, believe in the intrinsic virtue of such relationships and are willing to make the future emotional investments in the relationship </li></ul>Coworkers
  18. 19. When People are working together they share beliefs and affective experiences and thus show similar motivational and behavioral patterns .
  19. 20. Coworkers
  20. 21. Supervisors who foster a supportive work environment Voice their concerns Develop new skills Solve work related problems Supervisors who foster a supportive work environment
  21. 22. Categories of behavior linked with Employees’ perceptions of Managerial Trustworthiness
  22. 23. Components of Transformational Leadership Idealized Influence * Admired, respected and trusted; considers followers’ needs; consistent conduct . Inspirational Motivation * Provides meaning and challenge Intellectual Stimulation * Stimulated followers efforts to be creative and innovative Individualized Consideration * Pays attention to each individuals need for achievement
  23. 24. Perception of fairness
  24. 25. Trait Engagement
  25. 26. Psychological Conditions of Engagement
  26. 27. Dimensions of Psychological Availability
  27. 28. Drivers of perceived Organization Support
  28. 29. Association with Psychological Contract Fulfillment
  29. 30. Psychological State Engagement
  30. 32. Cognitions Reflecting Work Role Orientation
  31. 33. Psychological Empowerment Cognitions Reflecting work Role Orientations
  32. 34. Critical Information for Empowerment
  33. 35. Commitment Types
  34. 36. Critical Information for Empowerment
  35. 37. Characteristics of Engagement
  36. 38. Dimensions of Organizational Citizens Behavior
  37. 39. Independence Factors in Modern performance concept
  38. 40. Model of Antecedents & Consequence of Employee Engagement
  39. 41. A Reflection of Employee Engagement Models & Drivers studied by Different Management Gurus .
  40. 42. Irmer & Jorgensen
  41. 43. Boston Consulting
  42. 44. Zinger Model – Engagement for Results
  43. 45. Employees Managers What are employees want What the organization wants What employees get What the organization believe employees get EMPLOYEE FRUSTRATION ORGANISATION STRAIN VALUE CONFLICT DELIVERY CONFLICT I M P O R T A N C E A GREEMENM T
  44. 47. Towers Perrin
  45. 48. Source : www. Employee Engagement Grid
  46. 49. source : www.
  47. 50. 3 Components of Employee Engagement
  48. 51. Engagement Model
  49. 52. Four Dimensions of Employee Engagement
  50. 53. source : Engagement Model
  51. 54. Source: Engagement Model
  52. 55. Source: Connection between Engagement and Well -being
  53. 56. source: Engagement Model
  54. 57. Source: Engagement Model
  55. 58. Source: Robinson et al (2004) Engagement Model
  56. 59. Model of Hierarchy of engagement by Penna
  57. 60. The CIPD model of Employee Engagement 
  58. 61. Source : BW Model – Five Levels of Engagement
  59. 62. BW Model – Five Levels of Engagement
  60. 63. Connected = Engaged
  61. 64. Source: Engagement Drivers
  62. 65. The Components of Engagement
  63. 66. Score out of 10 Employee Engagemt APGAR : Are you a Perfect 10 ? What is your Engagement APGAR Score ? Activity, Pulse , Grimace, Appearance, Respiration Source : David Zinger , 2010 APGAR Sign 2 1 0 Activity (Getting Results ) I accomplish a lot every day Okay mix of activity and rest Counting days to retirement Pulse (caring for your work ) I am full of heartfelt caring I am still breathing I repulse work Grimace (Happiness at Work) Work is grin I am happy I am mostly happy working Work is grim , I am not happy Appearance (Fully Engaged at work) I am fully at work-focused and present I am mostly at work when I am there I put in an occasional appearance Respiration (Inspiration) Work is inspiring I am still breathing Work is suffocating
  64. 68.
  65. 69. Engagement & Depression , Anxiety
  66. 70. source : www. Engagement Pyramid
  67. 71. S ource:www.psycheconsulting.or g
  68. 72. AAA Model of Engagement
  69. 73. IME Model of Employee Engagement Individuals: Ownership, clarity and action .  Individuals need to know what they want — and what the organization needs — and then take action to achieve both. Managers: Coaching, relationships and dialogue .  Managers must understand each individual’s talents, interests and needs and then match those with the organization’s objectives — while at the same time creating personal, trusting relationships. Furthermore, they need to discuss engagement  often . Executives: Trust, communication and culture.  Executives have to demonstrate consistency in words and actions, communicate a lot (and with a lot of depth), and align all business practices and behaviors throughout the organization to drive results  and engagement .
  70. 74. Engagement Model
  71. 75. House of Engagement
  72. 77. Research Analysis
  73. 78. Employee Alignment towards Brand Communication & Feedback Managerial Leadership Display Job Design Infrastructure Display of Genuine Concern Proposed Integrated Model of Employee Engagement By Vinay Ravindran Continued- Explanation in next Slide
  74. 79. Proposed Model for Current Employer <ul><li>Employee Perception of Brand Alignment / Pride </li></ul><ul><li>Employee Alignment towards brand </li></ul><ul><li>Clear understanding of Vision , Mission and Departmental Strategy . </li></ul><ul><li>Managerial / Leadership Behavioral Display </li></ul><ul><li>- Consistency in Behavior (Behaving the same way in all times and contexts </li></ul><ul><li>-Integrity of Behavior (Consistency between words and deeds & explanations of managerial actions.) </li></ul><ul><li>Visible behavior regarding discouraging sycophants. (encouraging zero level office politics) </li></ul><ul><li>Employees perception of Fairness in PMS, Training Nomination, </li></ul><ul><li>sharing information regarding employees concern. </li></ul><ul><li>- Concern in rewarding employees fairly on achieving Targets/ outstanding work. </li></ul><ul><li>Job Design </li></ul><ul><li>-Task Significance , Task Feedback, Job Resource, Workload Assessment </li></ul><ul><li>-Clear Reporting Structure Understanding & Workload Assessment </li></ul><ul><li>Compensation fairness </li></ul>Infrastructure - Organization infrasturce with all basis amenities. -HR / Admin Support in basic maters -Platform for socializing the employees. Communication/ Feedback - Consistent communication related to employees work and role. - Micro level Communication related to happenings in the department and macro level communication of organization <ul><li>Genuine Concern </li></ul><ul><li>- Genuine concern & care for employee well being . </li></ul><ul><li>Genuine concern for employee development </li></ul>* Need to work on devising and strengthening each drivers through HR Interventions
  75. 80. End Results of Employee Engagement
  76. 81. Humor
  77. 82. Vinay Ravindran mail : [email_address] cell :9866254387 LinkedIn Profile : Will appreciate your comments and feedback