Creating the Right Environment for Employee Engagement

Creating the Right Environment for Promoting

Employee Engagement

Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,

PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

Exploratory Engagement

What is Employee Engagement?

In a world that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have accomplished something that competitors will find very difficult to imitate.

Source: William Macey & Benjamin Schneider, The Meaning of Employee Engagement

Framework of Employee EngagementHR System

Organisation DesignJob Design

StaffingRewards

Training & DevelopmentPerformance ManagementLeadership Development

Work-Life Benefits

Job CharacteristicsSkill VarietyTask Identity

Task SignificanceTask AutonomyJob FeedbackJob ResourcesJob Demands

RoleRole Clarity

Role FitCo-workersSocial Identity

SupportTrust

ManagementSupport

Clear ExpectationsFeedback

RecognitionTrustworthiness

ConsistencyIntegrityFairness

LeadershipTransformational

OpennessVision

Perception of FairnessDistributiveProcedural

Interactional

TraitsProactive PersonalityAutotelic Personality

Positive AffectivityConscientiousness

Self EfficacySelf Esteem

Locus of Control

Psychological Conditions of EngagementMeaningfulness

Psychological SafetyPsychological Availability

Perceived Organisational SupportPsychological Contract Fulfilment

Psychological State of Engagement

Job InvolvementEmpowerment

Affective CommitmentPositive Affectivity

Behavioural EngagementOrganisational Citizenship Behaviour

Performance: Proficiency, Adaptability, Resiliency, Innovation

Strategic OutcomesProductivity

QualityCustomer Satisfaction

Financial/Market PerformanceRevenueProfits

Market ValueSource: William Castellano, A New Framework of Employee Engagement

Employee Roles

HR as Facilitator & Enabler

Aligning goals for congruency Promoting effective communication organisation-wide Tracking Employee’s Voice Entrenching formal and informal appreciation, reward and recognition Developing and championing engagement friendly policies and practices Conducting employee engagement survey on a regular basis Deploying and managing multi-facial platform for accelerating

engagement Architecting fitting models of engagement for various categories of

employees Catalysing manager-employee connection across every set of command

layers Reinforcing the glues of cohesion binding top management to all other

management streams and the blue collar workforce Functioning as Engagement Agent while carrying out other responsibilities

10 C’s of Employee Engagement1. Connect with employees2. Provide opportunities for career advancement3. Vision is communicated with clarity4. Convey clear expectations and feedback5. Congratulate strong performance6. Link individuals’ Contribution to strategy7. Create opportunities for people to exercise control8. Foster trust and collaboration9. Maintain organisational credibility through ethical leadershipbehaviour10. Create confidence in the organisation’s high standards &leadership example

Adapted from Gerard Seijts and Dan Crim

5-A Model for Engagement

1. ALIGNMENT: Fit of employee talents and capabilities with role 2. ATTENTION: Ways a leader pays attention to employee 3. ATTITUDE: Positive thinking and positive guidance for positive outcomes 4. APPRECIATION: Cultivating and expressing gratitude and recognition 5. AUTHENTICITY: Leading in a way that is true to one's own unique strengths, personal style and professional perspective

Source: Cheryl Rice, Five Keys to Maximising Genuine Employee Engagement


How can HR department of a firm take advantage of employee roles in structuring a feasible engagement model?

The Shift

“By moving focus from employee relations to employee engagement, there is so much more meaningful initiatives that we in HR can put in place to help the company not only keep employees happy but also to keep them committed and engaged.” - Edwin Ebreo, From Employee Relations to Employee Engagement

Employee Engagement Road Map by Elijah Ezendu

Components of Engagement Programme

• A session on corporate history and values of the organisation• Delivery of an overview of the CEO's strategy and the financial goals and

objectives of the business• A structured and managed process of 'two way dialogue' session with

senior level executives• An early and detailed explanation and example of performance reviews• The commencement of a tailored coaching and mentoring program to

achieve desired skills, personal development and training needs• Periodic, regular, formal and informal two-way feedback to assess the

employee's progress and concerns (line managers/HR)• The implementation of an agreed development plan in place that will add

value to the new employee's career growth

Source: Chris Selby, A Short Guide to Building a Business Case for Employee Engagement

Key Challenges of Employee Engagement

• Social Evolution• Leveraging Technology• Competitiveness• Collaboration• Teamwork• Empowerment• Financial Strength• Organisation as One Big Team Orientation• Layer Connectivity• Shared Returns• Extent of Goal Congruency• Acceptance of Engagement Offer


Why are some employees engaged or disengaged?

According to Corporate Executive Board which surveyed 50,000 employees in 59 organisations worldwide, the results highlighted a clear relationship between employee engagement and retention. Employees with lower engagement are four times more likely to leave their jobs than those who are highly engaged. The movement from low to high engagement can give rise to averagely 21 percent increase in performance.

Adapted from Corporate Executive Board, Driving performance and retention through employee engagement.

Using Engagement Value Proposition

Build passion and focus in employees by means of a workable Engagement Value Proposition.

Engagement Value Proposition shows a roadmap of values in offering, total values available to employees and how they shall influence returns to the Organisation.

Model of Engagement Value Proposition

Work EnvironmentAligned Effort and Strategy

EmpowermentTeamwork/CollaborationGrowth and DevelopmentSupport and Recognition

Engaged EmployeesGreater LoyaltyEnhanced Effort

Organisational SuccessSatisfied/Loyal Customers

Increased RetentionHigher Profits and Profitability

Revenue Growth

Engagement DriversRight Employees

Exceptional LeadershipOrganisational Systems and Strategies

Adapted from Wellins, Bernthal and Phelps, Employee Engagement: The Key to Realizing Competitive Advantage


State 7 ways to build passion and focus in employees.

Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He holds Interim Management Assignments on Boards of Companies as Non-Executive Director.

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