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Vinay Ravindran Concept & Proposed “Integrated Employee Engagement Model” Presentation

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<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

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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…

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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

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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

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Say, Stay Strive

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1 2 3

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Gallup Questionnaire

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Engagement Above basic loyalty to the employer = Beyond simple satisfaction with the employment arrangement Engagement = Current State of Employee Engagement

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Commitment

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“ 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

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<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

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Drivers of Engagement

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DRIVERS OF ENGAGEMENT Drivers of Engagement

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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

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Relationship of resources to Demands Job Demand Resources Model

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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

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When People are working together they share beliefs and affective experiences and thus show similar motivational and behavioral patterns .

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Coworkers

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Supervisors who foster a supportive work environment Voice their concerns Develop new skills Solve work related problems Supervisors who foster a supportive work environment

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Categories of behavior linked with Employees’ perceptions of Managerial Trustworthiness

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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

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Perception of fairness

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Trait Engagement

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Psychological Conditions of Engagement

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Dimensions of Psychological Availability

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Drivers of perceived Organization Support

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Association with Psychological Contract Fulfillment

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Psychological State Engagement

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Cognitions Reflecting Work Role Orientation

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Psychological Empowerment Cognitions Reflecting work Role Orientations

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Critical Information for Empowerment

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Commitment Types

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Critical Information for Empowerment

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Characteristics of Engagement

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Dimensions of Organizational Citizens Behavior

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Independence Factors in Modern performance concept

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Model of Antecedents & Consequence of Employee Engagement

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A Reflection of Employee Engagement Models & Drivers studied by Different Management Gurus .

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Irmer & Jorgensen

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Boston Consulting

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Zinger Model – Engagement for Results

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http://www.ecademy.com/node.php?id=88401 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

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Towers Perrin

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Source : www. willislangford.com Employee Engagement Grid

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source : www. humantelligence.com

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3 Components of Employee Engagement

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Engagement Model

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Four Dimensions of Employee Engagement

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source : www.aspiretalentmanagement.com Engagement Model

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Source: www.bpanz.com Engagement Model

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Source: www.abhishekmittal.com Connection between Engagement and Well -being

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source: www.hrpeople.monster.com Engagement Model

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Source: www.scotland.gov.uk Engagement Model

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Source: Robinson et al (2004) Engagement Model

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Model of Hierarchy of engagement by Penna

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The CIPD model of Employee Engagement

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Source : http://www.thecareercafe.co.uk/images/BWmodelofengagement.png BW Model – Five Levels of Engagement

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BW Model – Five Levels of Engagement

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Connected = Engaged

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Source: www.mjmallows.amplify.com Engagement Drivers

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Source:www.wayshrconsulting.com The Components of Engagement

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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

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Source:www.inveniamblue.com

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Engagement & Depression , Anxiety

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source : www. rob-berman.com Engagement Pyramid

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S ource:www.psycheconsulting.or g

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AAA Model of Engagement

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http://www.blessingwhite.com/EEE__report.asp 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 .

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Source:www.scarlettsurveys.com Engagement Model

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Source:www.employesurveys.co.uk House of Engagement

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Research Analysis

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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

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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

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End Results of Employee Engagement

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Humor

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Vinay Ravindran mail : [email_address] cell :9866254387 LinkedIn Profile : http://in.linkedin.com/in/vinayravindran Will appreciate your comments and feedback