BUILDING AN

ENGAGED CULTURE

REBECCA PEEL @REBECCAAPEEL

EMPLOYEE ENGAGEMENT is the extent to

which employees are motivated to contribute

to organizational success, and are willing to

apply discretionary effort to accomplishing

tasks important to the achievement of

organizational goals.

MANAGING ENGAGEMENT

VS AN ENGAGEMENT STRATEGY

INDIVIDUALS AND SYSTEMS

BUILDING YOUR

ENGAGEMENT STRATEGY

1. Look for feedback loops or data that already exists within

your organization

2. Try to start to understand and define your employer value

proposition

3. Look for trends or commonalities across what motivates

your people & begin designing tools to scale this

knowledge throughout your organization

Honor your Value Proposition

Create Connections

Seek Alignment & Fit

An Employer Value Proposition represents forms of value that drew a candidate

to the organization as well as forms of value a person would have to give up if he

or she left a job. Forms of value can include: financial rewards based on tenure,

a positive work environment, promotional opportunities, learning and

development opportunities, social connections and community.

Creating Connections represents the extent to which staff are embedded within

community, across teams, and geographies. Organizations with strong

connection capacity experience increased trust, cross-team empathy, innovation

and collaborative problem-solving.

Fit & Alignment represents the extent to which staff see themselves as

compatible / aligned with their job, team, organization, and community.

Employees whose passion/interest are aligned with longer term career and life

objectives deploy more discretionary effort to their work.

EMPLOYER VALUE

PROPOSITION

UNDERSTANDING YOUR

EMPLOYER VALUE PROPOSITION

Employer Value Proposition represents forms of value

that draw a candidate to the organization as well as

forms of value a person would have to give up if he or

she left a job. Forms of value can include: financial

rewards based on tenure, a positive work environment,

promotion or advancement, learning and development

opportunities, as well as social connections and

community.

IDENTIFYING EXISTING

FEEDBACK LOOPS AND DATA

USE ARCHETYPES TO

• Guide strategies for core HR functions: Onboarding,

Learning and Development, Compensation

• Risk map HR decision making and trade offs. Eg. Budget

constraints mean reducing benefits or L&D – which

option creates less engagement risk?

• Design you hiring and selection process to ensure you’re

finding alignment and fit while controlling your value

proposition

Deep Dive: Motivation/Drive Archetypes within the X “value proposition” IN

CR

EA

SE

D E

NG

AG

EM

EN

T

A FEW INITIATIVES

SHAPED FROM RF

ENGAGEMENT

STRATEGY

THANK YOU