View
3.887
Download
2
Tags:
Embed Size (px)
DESCRIPTION
Developing effective, best practice Employee Engagement practices, process and strategies
Citation preview
EFFECTIVE EMPLOYEE ENGAGEMENT STRATEGIES
CHARLES COTTER
19 SEPTEMBER 2013SOUTHERN SUN, PIVOT CENTRE, MONTECASINO
Introduction
Key presentation topics
Summary
Questions
PRESENTATION OVERVIEW
Defining the fundamental concepts
Types of engaged employees
Key drivers of employee engagement
Benefits of employee engagement
Measurement of employee engagement
Strategies to develop employee engagement
KEY PRESENTATION TOPICS
EMPLOYEE ENGAGEMENT
Employee Engagement
Employee Satisfaction
DEFINING THE FUNDAMENTAL CONCEPTS
Engagement happens when people are committed to their work and the organization and motivated to achieve high levels of performance
Engaged employees at work are positive, interested in and even excited about their jobs and are prepared to put discretionary effort into their work beyond the minimum to get it done
DEFINING EMPLOYEE ENGAGEMENT
Are employees COMMITTED to the organization?
Are employees proud to work for the organization – company/brand ambassadors? CITIZEN
Do employees put forth extra/discretionary effort to help the organization and their colleagues achieve business objectives? COMRADE
Are employees enthusiastic and passionate about their work/jobs? CREATOR
Are employees CONNECTED (intellectually and emotionally) to their work/jobs – offer value add?
RATE THE DEGREE OF EMPLOYEE ENGAGEMENT
71% of employees are disengaged:
45% are not engaged
26% are actively disengaged
29% of the workforce are engaged
CURRENT DEGREE OF EMPLOYEE ENGAGEMENT
Engaged29%
Not Engaged45%
Ac-tively dis-en-
gaged 26%
Engaged
Not Engaged
Actively Dis-Engaged
TYPES OF ENGAGED EMPLOYEES
Say
Stay
Strive
ENGAGED EMPLOYEE BEHAVIOUR
According to Dale Carnegie research:
Relationship with the immediate supervisor
Senior Leadership’s ability to lead the company and communicate its goals
Organizational Pride - vision of organization and corporate social responsibility
KEY DRIVERS OF EMPLOYEE ENGAGEMENT
Work
People
Opportunities
Total rewards
Company practices
Quality of Work Life
KEY DRIVERS OF EMPLOYEE ENGAGEMENT
Enthusiasm
Inspiration
Empowerment
Confidence
95% of employees who experience any three (3) of the above key emotions, are engaged
EMOTIONAL DRIVERS OF ENGAGEMENT
BENEFITS OF EMPLOYEE ENGAGEMENT
According to Gallup (2013), employers can reap the following benefits of an engaged workforce:
202% better performance$11 billion is lost annually due to employee turnover Direct correlation to 9 key business performance
indicators
BENEFITS OF EMPLOYEE ENGAGEMENT
BENEFITS OF EMPLOYEE ENGAGEMENT
Gallup’s Q12 survey:
#1 Role clarity and expectations
#2 Resources – materials and equipment
#3 Role optimization and opportunities
#4 Receipt of recognition and praise
#5 Managerial care and interest
#6 Encouragement of personal and professional development
MEASUREMENT OF EMPLOYEE ENGAGEMENT
What do I get?
What do I give?
Do I belong?
How can we grow?
FOUR STAGES OF EMPLOYEE ENGAGEMENT
Gallup’s Q12 survey:
#7 Opinions and inputs are valued
#8 Job/task significance
#9 Fellow employee commitment to performance excellence/quality
#10 Collegial and harmonious working relationships
#11 Managerial interest in career progression and development
#12 Ample opportunities to learn and grow
MEASUREMENT OF EMPLOYEE ENGAGEMENT
According to Gallup (2013), three (3) strategies to accelerate employee engagement are:
Select the Right People and Managers
Develop employees’ strengths
Enhance employees’ well-being
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Armstrong (2011), the five (5) strategies to enhance employee engagement are:
The work itself
The work environment
Leadership
Opportunities for personal growth
Opportunities to contribute
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Hackman & Oldham:
Skills variety
Task identity
Task significance
Autonomy
Feedback
JOB CHARACTERISTICS MODEL
According to Dale Carnegie research:
Senior managers need to define organizational goals and objectives in realistic, clear and attainable manner
Senior managers must articulate the company vision in a clear and compelling way
Leaders should project a positive manner with employees, and be accessible
Leaders should ensure that employees understand how their role contributes to the overall company success
Senior leaders should create a climate of trust and encourage managers to demonstrate that they care about employees (on personal level)
Managers should determine how each employee’s personal motivators align with organizational goals
LEADERSHIP STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Dale Carnegie research:
Managers should praise publicly, reprimand privately and coach team members who demonstrate disengaged behaviour
Employees should be encouraged to communicate clearly and provide input into the company vision
Direct managers should foster healthy relationships with employees
Senior leadership should continuously demonstrate that employees have an impact on their work environment
Managers should show that employees are valued as true contributors, giving them a sense of empowerment
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
BEST PRACTICE EMPLOYEE ENGAGEMENT
Key points
Questions
Conclusion
SUMMARY
CHARLES COTTER
084 562 9446
LINKED IN
TWITTER: Charles_Cotter
CONTACT DETAILS