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Ramping up employee engagement
by Toronto Training and HR
May 2012
Contents
3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Three dimensions of engagement9-11 Drivers of employee engagement12-13 Achieving an engaged workforce14-15 Enabling employees16-17 Factors that correlate employee engagement to the
organization18-19 Organizational involvement; support & challenge20-21 Touchy-feely benefits22-23 Hard business benefits of engagement24-25 Metrics26-28 Building trust29-30 Policies and practices that contribute to engagement31-32 Secrets of employee engagement33-35 The employee engagement wish-list36-39 Methods to increase engagement40-41 Root causes of why employees cannot be engaged42-44 Reasons for having no engagement strategy45-47 Where senior management get it wrong48-49 Taking responsibility50-52 Implications for managers53-56 Case studies57-58 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
DefinitionWhat is engagement?
Motivation, satisfaction and commitment
Page 7
Three dimensions of engagement
Page 8
Three dimensions of engagement
intellectual engagement – thinking hard about the job and how to do it betteraffective engagement – feeling positively about doing a good jobsocial engagement – actively taking opportunities to discuss work-related improvements with others at work
Page 9
Drivers of employee engagement
Page 10
Drivers of employee engagement 1 of 2
Having opportunities to feed your views upwardsFeeling well-informed about what is happening in the organizationBelieving that your manager is committed to your organization
Page 11
Drivers of employee engagement 2 of 2
SENSE OF FEELING VALUED AND INVOLVED Involvement in decision-makingFreedom to voice ideas, to which managers listenFeeling enabled to perform wellHaving opportunities to develop the jobFeeling the organization is concerned for employees’ health and well-being
Page 12
Achieving an engaged workforce
Page 13
Achieving an engaged workforce
Show appreciationGive feedbackReward good workCreate an engaging atmosphereInvolve employeesKeep them up to dateEncourage suggestions and inputLink employee objectives to overall company goalsEncourage developmentUse their talents
Page 14
Enabling employees
Page 15
Enabling employees
A job that is doable and challenging; a supportive environment to work inThe right resources to do the job wellSufficient trainingMechanisms to collaborate where necessaryGood performance management systemsThe right work structures in place
Page 16
Factors that correlate employee engagement
to the organization
Page 17
Factors that correlate employee engagement to
the organizationProductivityLabour turnoverEarnings per shareCustomer service/public services deliveryProfitabilityOperating incomeInnovation
Page 18
Organizational involvement; support &
challenge
Page 19
Organizational involvement; support & challenge
Low support High support
High challenge High stress Great organization
Low challenge Apathy Complacency
Page 20
Touchy-feely benefits
Page 21
Touchy-feely benefits
Performance management and appraisalsInductionsLearning and developmentCommunicationsHealth and wellbeingEmployee involvement and empowermentManagement capabilitiesCareer opportunitiesExits
Page 22
Hard business benefits of engagement
Page 23
Hard business benefits of engagement
Improvements in employee retention and customer satisfactionHigher productivityImproved status as a top employerIncreased profitabilityReduced absenteeism
Page 24
Metrics
Page 25
Metrics
Ratio of engaged to actively disengaged
World-class organizationsAverage organizations
Cost to the US economy
Page 26
Building trust
Page 27
Building trust 1 of 2TRUST-BUILDING BEHAVIOURSCommunicates me openly and honestly, without distorting informationShows confidence in my abilities by treating me as a skilled, competent associateKeeps promises and commitmentsListens to and values what I say, even though he or she might not agreeCo-operates with me and looks for ways in which we can help each other
Page 28
Building trust 2 of 2TRUST-BUSTING BEHAVIOURSActs more concerned about his or her own welfare than anything elseSends mixed messages so that I never know where he or she standsAvoids taking responsibility for actionJumps to conclusions without checking the facts firstMakes excuses or blames others when things don’t work out
Page 29
Policies and practices that contribute to
engagement
Page 30
Policies and practices that contribute to engagement
Employee involvementTeam workingWork-life balance
Page 31
Secrets of employee engagement
Page 32
Secrets of employee engagement
RecognitionExciting workSecurity of employmentPayEducation and career developmentConditionsTruth
Page 33
The employee engagement wish-list
Page 34
The employee engagement wish-list 1 of 2
Lifestyle/work style balance and flexibilityExcellent leadership at the topWork with the industry leaderWork with inspirational people (boss)Work on ‘hot’ projectsWork with leading customers and suppliersOpportunity to lead othersRecognition of ideas
Page 35
The employee engagement wish-list 2 of 2
Excellent work environment (location/facilities)International opportunity (travel)Receiving positive feedbackCompany-sponsored educationFinancial rewards (salary/bonus)Flexible benefitsHealthcare programSabbaticals
Page 36
Methods to increase engagement
Page 37
Methods to increase engagement 1 of 3
Flexible workingRemote workingOvertime pay or time offLong service awards/stay bonusesSeparate salary structures for different sets of employeesPerformance-related pay market adjustments/increases to base payEmployee referral bonus Special cash bonus/group incentives
Page 38
Methods to increase engagement 2 of 3
Part-time employment with benefitsJob sharingCompressed work weekFlexible retirementIndividual ad hoc bonus change commission structureShare option programmePaying above marketPaid sabbaticals
Page 39
Methods to increase engagement 3 of 3
Create a positive cultureAffirm the bestTurn strengths into talentsHelp teams play to individual strengthsAdjust rolesIncrease flowBuild rewardsUnderstand goal seekingSupport meaningful work
Page 40
Root causes of why employees cannot be
engaged
Page 41
Root causes of why employees cannot be
engagedLack of inclusionFeelings of deprivation and lossPerceptions of vulnerabilityNo positive attachment to a boss or senior figureHistory of the employer/employee relationship
Page 42
Reasons for having no engagement strategy
Page 43
Reasons for having no engagement strategy 1 of 2Leader does not understand employee engagement conceptLeader is not aware of business benefitsLeader is aware but does not believe there will be a return on investmentCost is prohibitive
Page 44
Reasons for having no engagement strategy 2 of 2Implementation of engagement strategy is too hardLack of practical tools to help implementationDon’t know where to startBusiness culture acts as bannerLack ability to measure impact
Page 45
Where senior management get it
wrong
Page 46
Where senior management get it wrong 1 of 2
Not keeping promises saying one thing and doing anotherHonest, open communicationA lack of courage to tell it like it isNot walking the talkRewarding/promoting the wrong people
Page 47
Where senior management get it wrong 2 of 2
IF I WAS IN CHARGE FOR THE DAY…Talk to the peopleListen to the peopleAsk them ‘what should I stop doing?’
Page 48
Taking responsibility
Page 49
Taking responsibility
WHY IS IT IMPORTANT?Being enabled, encouraged and expected to take full responsibility for a piece of work shows respectIt is a fantastic way to develop skill and abilityWhen people take responsibility it becomes their organization, not just somewhere that they go to between 9 and 5 (or 8 and 6 etc.)
Page 50
Implications for managers
Page 51
Implications for managers 1 of 2
EMPLOYERS SHOULD CONSIDER THATAllowing people the opportunity to feed their views upwards is the single most important driver of engagementKeeping employees informed about what is going on in the organization is criticalEmployees need to see that managers are committed to the organization in order to feel engaged
Page 52
Implications for managers 2 of 2
EMPLOYERS SHOULD CONSIDER THATHaving fair and just management processes for dealing with problems is important in driving up levels of performance
Page 53
Case study A
Page 54
Case study A
Page 55
Case study B
Page 56
Case study B
Page 57
Conclusion and questions
Page 58
Conclusion and questions
SummaryVideosQuestions
