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Employee Engagement : Optimizing Performance & Driving Commitment,[object Object],NHRD – 5th August 2011,[object Object]
   “Whether you are a CEO or a supervisor, the place to start is yourself. Engagement is contagious. If you are engaged in what you are doing, people pick up your excitement and will want to join you”. ,[object Object],2,[object Object]
3,[object Object],What according to you in Engagement?,[object Object]
What is Engagement,[object Object],Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work.,[object Object],Source Scarlett Surveys,[object Object],An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work and thus will act in a way that furthers their organization's interests,[object Object],Engagement is seen as a positive attitude to the job and it is distinguished from both job satisfaction and commitment. It is more temporary and volatile than commitment, which is a more stable perception.,[object Object],          © Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39,[object Object],4,[object Object]
Employee Engagement is the means or strategy by which an organization seeks to build a partnership between the organization and its employees, such that:,[object Object], 	- Employees fully understands and is committed to achieve the organization's objectives, and,[object Object],	- The organization respects the personal aspirations and ambitions of its employees.,[object Object],A definition of a fully engaged employee,[object Object],       - Is intellectually and emotionally bound with the organization,[object Object],       - Gives 100 percent,[object Object],       - Feels passionately about its goals and,[object Object],       - Is committed to live by its values. ,[object Object],The employee goes beyond the basic job responsibility to delight the customers and drive the business forward,[object Object],5,[object Object],What is Engagement,[object Object],Source : OPC (UK) Ltd.,[object Object]
6,[object Object],How Do Experts Look  At Engagement?,[object Object],Towers Perrin: ‘Extent to which employees put discretionary effort into their work’ ,[object Object],Gallup: ‘Involvement with & enthusiasm for work’ ,[object Object],Hewitt: ‘Intellectually & emotional commitment to the organization’ ,[object Object],Sibson: Knowing what to do at work and wanting to do at work,[object Object],Hay Group: ‘stimulating employees’ enthusiasm for their work and directing it toward organizational success’ ,[object Object]
   “Work and the worker do not have to be in the same location”,[object Object],Example: Tele – Medicine & Surgery,[object Object],7,[object Object]
Hewitt Model Of Engagement,[object Object],STRIVE,[object Object],STAY,[object Object],SAY,[object Object],Behavior:,[object Object],engaged employees exert extra effort and engage in behaviors that contribute to business success,[object Object],EOS Questions:,[object Object],[object Object]
This organization motivates me to contribute more than is normally required to complete my workBehavior:,[object Object],engaged employees have an intense desire to be a member of the organization,[object Object],EOS Questions:,[object Object],[object Object]
I rarely think about leaving this organization to work somewhere elseBehavior:,[object Object],engaged employees consistently speak positively about the organization to co–workers, potential employees and customers,[object Object],EOS Questions:,[object Object],[object Object]
I would not hesitate to recommend this organization to a friend seeking employment8,[object Object]
9,[object Object],Global Engagement Trends,[object Object],In Aon Hewitt’s global engagement research from 2008 to 2010 includes 6.7 million employees and represents more than 2,900 organizations.,[object Object],The overall global average employee engagement score is 56% in 2010, down from 60% in 2009. The 4 percentage-point change is due to regional score changes in Asia-Pacific, Europe, and North America,[object Object],Top 3 engagement drivers are career opportunities, brand alignment, and recognition,[object Object],Source : Aon Hewitt,[object Object]
10,[object Object],Percent of Organization with an Increase or Decrease in Engagement,[object Object],The connection between employees and organizations has been strained. The change can be attributed to the economic climate; however, there are organizations that continue to improve engagement and create success during these challenging times.,[object Object],Source : Aon Hewitt,[object Object]
11,[object Object],What Engagement Drivers Motivate Employees,[object Object],Source : Aon Hewitt,[object Object]
Only 36% of the workforce in India is engaged,[object Object],Source: Towers Watson Global  Workforce Survey, 2008,[object Object],12,[object Object]
Employee Engagement holds a very important position, few key benefits include: ,[object Object],Better Performance - Engaged employees work smarter, not harder. They keep looking for ways to improve performance at their workplace. This means more sales, lower costs, better quality and innovative products.,[object Object],Better Communication - Engaged employees communicate – they share information with colleagues, they pass on ideas, suggest and advice and they speak up for the organization. This leads to better performance, greater innovation and happier customers.,[object Object],Greater Customer Satisfaction – Engaged employees go out of their way to meet customers’ needs. Customers aren’t slow to notice and this leads to higher levels of repeat business, at a good cost.,[object Object],13,[object Object],Why Engagement,[object Object]
Better Team Working - Employee engagement is about increasing the employees connection with the principles, strategies, processes, culture and purpose of the organization. It is a matter of commitment and encouragement. It is a matter of focusing on business results, and the employees having a clear sense of responsibility for delivering on the business agenda.,[object Object],Greater Commitment - Engaged employees care about the future of the organization they work for, they feel proud to work for their company and they get on better each day with their colleagues.,[object Object],Lower Employee Turnover and Greater Ability to Recruit Great People – Higher engagement leads to low attrition, they actively seek out new people who they believe can help the company get even better.,[object Object],14,[object Object],Why Engagement,[object Object]
15,[object Object],Gallup Study : Importance of Employee Engagement on Organization Economics,[object Object],What the best organizations do differently?,[object Object],Strategy ,[object Object],Accountability & Performance,[object Object],Communication,[object Object],Development ,[object Object],Source : Gallup  Inc. Employee Engagement Overview,[object Object]
Strategy - World-class organizations develop a formula for success by looking objectively and rigorously at the business problems they face and by focusing on finding the right employees and keeping them engaged. For these organizations, an employee engagement strategy is not only fundamental to the way they do business, it is critical to their success.,[object Object],Accountability & Performance - The top-driven companies focus on outcomes. They define and rigorously measure success at every level in the organization. These measurements ultimately help focus each person, team, department, and business unit on driving performance and results.,[object Object],Communication - Within the best performing organizations there is a cultural alignment between the employees and the company, paired with a strategic alignment between activities and company goals. These organizations use their corporate communication touch points to reinforce their commitments to employees and customers.,[object Object],16,[object Object],Gallup Study : Importance of Employee Engagement on Organization Economics,[object Object]
Development - As the struggle for talent intensifies, organizations face a continual challenge to build and grow their leadership capacity. The world’s top-performing companies have comprehensive leader and manager development programs, but they also go one step further — these programs are performance-driven and incorporate a comprehensive succession plan throughout the organization. They make it a priority to not only identify leadership potential, but also to focus intently on the creation of developmental paths for current and future managers and leaders.,[object Object],17,[object Object],Gallup Study : Importance of Employee Engagement on Organization Economics,[object Object]
Work,[object Object],[object Object]
Resources
Processes People,[object Object],[object Object]
 Manager
 Coworkers
 CustomersTotal Rewards,[object Object],Opportunities,[object Object],[object Object]
 Learning & Development
Pay
 Benefits
 RecognitionCompany Practices,[object Object],Quality of Life,[object Object],[object Object]
 Performance Assessment
 Company Reputation
Work Life BalanceHewitt: Engagement Framework : Six Categories to Drive Engagement,[object Object],Engagement,[object Object],18,[object Object]
19,[object Object],Aon Hewitt : Engagement Model,[object Object],The Engagement Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance. Another key premise of the Engagement Model is that the Engagement Drivers are interrelated; they do not operate in isolation.,[object Object],Source : Aon Hewitt,[object Object]
20,[object Object],Sibsons Engagement Framework,[object Object],Source : Sibson ,[object Object]
Employee engagement approaches for new employees,[object Object], · The right person  at the right position and giving them a realistic job preview,[object Object], · A strong induction and orientation program,[object Object], · Rigorous training and development, from technical to soft skills to leadership development,[object Object],    program,[object Object], · Regular technical/soft-skill updates.,[object Object], · Certification programs to drive people towards excellent performance,[object Object],Employee engagement approaches for all employees,[object Object],· Communications activities,[object Object], · Reward schemes,[object Object], · Activities to build the culture of the organization,[object Object], · Team building activities,[object Object], · Leadership development activities,[object Object],21,[object Object],Methods of engaging employees – from entry to exit,[object Object]
Communications activities,[object Object], · Communication forums to provide regular feedback to all people, including team meetings &,[object Object],    conferences.,[object Object], · In-house magazines,[object Object], · On-line communications, including discussion boards and blogs by company personnel  ,[object Object],   including senior management,[object Object], · Monthly updates on corporate goals and directions,[object Object], · Regular employee opinion and satisfaction surveys,[object Object], · Active soliciting of employee feedback, including opinions,[object Object],Reward schemes,[object Object], · Compensation and benefit programs,[object Object], · Stock ownership and profit sharing,[object Object], · Recognition programs,[object Object], · Idea collection schemes linked to rewards for idea generation,[object Object], · Long service and good performance awards,[object Object],22,[object Object],Methods of engaging employees – from entry to exit,[object Object]
Activities to develop the culture of the organization,[object Object], · Clear and humane HR policies,[object Object], · Pro-social corporate objectives and Corporate Social Responsibility,[object Object], · Equal opportunities policies and practices,[object Object], · Initiatives to maintain the quality of work life and a balance between personal/professional ,[object Object],   lives,[object Object], · Developing a safe, clean and inspiring work environment,[object Object], · Demonstrating a commitment to employees’ well being,[object Object],Team building activities,[object Object], · Team recreational activities, such as bowling, skating, trips to the cinema (or the pub!),[object Object], · Social activities, such as family gatherings and barbeques,[object Object], · Community outreach activities such as volunteering and fund-raising.,[object Object],23,[object Object],Methods of engaging employees – from entry to exit,[object Object]
Leadership development activities,[object Object],· Effective Leadership,[object Object],· Effective Performance Management,[object Object],· Fair evaluation of performance,[object Object],· Empowerment through effective delegation,[object Object],· Coaching and mentoring activities to give honest feedback by supervisors and peers,[object Object],· An open and transparent culture to empower people and develop entrepreneurs,[object Object],24,[object Object],Methods of engaging employees – from entry to exit,[object Object]
Managers Role in Driving Engagement,[object Object],Be cautious of ,[object Object], ‘Pygmalion Effect’…,[object Object],Use ‘Oh Yes’ attitude & council ‘Oh No’ attitude!,[object Object],HR cannot do it all !,[object Object],Managers play a critical role,[object Object], in internal branding,[object Object],What they can do every day to build and sustain employee engagement,[object Object],Managers  must be committed and must think through…,[object Object],Identify your peoples week areas and develop them…,[object Object],Coach your people!,[object Object],Mangers should select right talent, look into past work history & achievement levels !!!,[object Object],Managers are a step ahead in knowing their people than HR …,[object Object],Make New Joiners feel ‘Valued’ by personal touch to help smoothly merge in teams …,[object Object],Communicate clear Goals …,[object Object],Conduct Regular Reviews !,[object Object]

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Employee Engagement

Hinweis der Redaktion

  1. This chart shows the overall trends in engagement scores, globally and for each region. In 2010, the global engagementscore was 56%, down four percentage points from 60% in 2009. The reason for this decline is primarily due to changesin the regional scores of Asia-Pacific, Europe, and North America. The regional engagement scores in Asia-Pacific, Europe,and North America mirror the global decline. However, the employee engagement scores in Latin America have stayedconsistent over this time period. At the industry level, the financial sector is the main sector across all regions thatattributed to this fall from 2009 to 2010.
  2. Global average yr 2008 was 21%
  3. StrategyWorld-class organizations develop a formula for success by looking objectively and rigorously at the business problems they face and by focusing on finding the right employees and keeping them engaged.For these organizations, an employee engagement strategy is not only fundamental to the way they do business, it is critical to their success.Accountability and PerformanceThe top-driven companies focus on outcomes. They define and rigorously measure success at every level in the organization. These measurements ultimately help focus each person, team, department, and business unit on driving performance and results. CommunicationWithin the best performing organizations there is a cultural alignment between the employees and the company, paired with a strategic alignment between activities and company goals. These organizations use their corporate communication touch points to reinforce their commitments to employees and customers. DevelopmentAs the struggle for talent intensifies, organizations face a continual challenge to build and grow their leadership capacity. The world’s top-performing companies have comprehensive leader and manager development programs, but they also go one step further — these programs are performance-driven and incorporate a comprehensive succession plan throughout the organization. They make it priorities to not only identify leadership potential, but also to focus intently on the creation of developmental paths for current and future managers and leaders.
  4. Explanation
  5. Sibson’s definition of engagement was developed using both a qualitative and quantitative analytical approach that was focused on defining what “engagement” means in the context of performance and productivity. The qualitative approach consisted of numerous conversations with business leaders, employees and researchers over the course of the ROW Study. Two attributes of high-performing and productive employees emerged: (1) knowing what to do at work (e.g., understanding the organization’s vision of success and how the employee can contribute to achieving that vision is an underlying factor of performance and productivity and (2) wanting to do the work (e.g., obtaining a sense of satisfaction from the job and work content and being inspired by the organization to perform the work)To provide empirical support for this two-dimensional model, Sibson modified the ROW Study by adding questions about the dimensions of engagement and using existing questions to measure these constructs. Briefly, the ROW model focuses on five elements of rewards, which encompass both financial and non-financial aspects of rewards: affiliation, compensation, benefits, work content and career.
  6. Sean Brawley, president and founder of Imaginative Coaching
  7. Sean Brawley, president and founder of Imaginative CoachingHigh levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence.
  8. High levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence. High levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence.
  9. Sean Brawley, president and founder of Imaginative CoachingHigh levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence.
  10. The overall engagement score has been arrived at based on the first six questions in the questionnaire which are around say, stay and strive. The tool provides for equal weightage across these six questions. The engagement score reflects the percentage of people who have an average score of 4.5 or above on these six questions. For the satisfaction scores on the various drivers of engagement  the score reflects the percentage of employees who have a score of 5 or 6 on the driver question.