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Employee engagement
- 1. Employee Engagement Monday 9March 2015, 16:30 – 17:30 (UAE) WEBINAR WILL START SHORTLY Presenter: Tom Raftery
- 2. About the HRObserver • The HR Observer is an initiative by IIR Middle East aimed at becoming a platform for HR professionals in the Middle East to exchange insights and expertise, both online and offline, in an effort to take the industry forward. • The initiative features a blog, LinkedIn group, Twitter feed, online webinars and a series of offline informal networking functions.
- 3. Housekeeping • You cantype your questions throughout the session • Time will be allocated in the end for the speaker to address your questions • Unanswered questions will be posted with answers to our blog • Slides will be available on our SlideShare page, link will be emailed to you • Recording of the webinar will be available to download, link will be emailed • Take the time to complete post-webinar survey that will pop up at the end
- 4. Today’s Presenter Tom isthe founder and director of – it’s all about people – a Human Capital Consultancy based in Dubai. Tom has over 30 years’ international HR experience in senior line roles, mostly recently on the divisional board of Arc International, and with such companies as British Aerospace, Sedgwick Forbes, British Gas and the Nazer Group, based in Jeddah. In addition, he has extensive consulting experience working for Towers Watson, Arthur Andersen and MEIRC. He has lived and worked in the Middle East for over 18 years and has also worked across Europe, Africa and Asia. He has extensive experience in HR strategy, processes and systems, organisational redesign, performance, compensation and benefits, change management and leadership development.
- 5. Peter Drucker “People arelike electricity, of no use unless switched on”
- 6. Employee Engagement Framework The Conditions forEngagement The Engaged Company The Engaged Employee Creates Creates Creates
- 7. Engagement: Definition • Emotionalengagement: ‘defined as the extent to which employees derive pride, enjoyment, inspiration & meaning from something or someone in the organisation’ • Rational Engagement: ‘defined as the extent to which employees feel that someone or something within their organisation provides financial, developmental or professional re that are in their best interests’ Corporate Leadership Council 2004
- 8. Engagement: Why itsImportant • Its about enjoying your job • Being happy with the person you work for • Have a challenging role that will stretch you • Have the development and support to help you grow • Be recognised • Treated fairly and with respect • If you do this the company will benefit People are the only sustainable means of competitive advantage
- 9. Berstin by Deloitte2015 Predictions
- 10. Engagement In theGCC State of Global Workplace Report 2013: Gallup NB: Surveyed country nationals and other Arab expatriates only
- 11. Aon Hewitt 2014Global Engagement Survey: Key Drivers
- 12. Building Blocks forEngagement • Develop the business case • Assess where you are now: • Employee • Manager • Customerstakeholder • Foundation of Engagement: • Your values • Expectation of employees and employer • Role of Teams • Role of Managers • Engaging key stakeholders
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- 14. HIGH HIGHLOW PeopleFocus Caring/ Paternalistic Integrative/High Involvement Apathetic Exacting/ Demanding Focus OnPerformance Improvement Where are you on the Culture Map?
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- 16. How to ImproveEngagement • Employee Value proposition • What’s in it for the employee • What’s in it for the company • Variables of engagement • Recruit for Engagement • Recruit the right people for your culture • Identify what fits in terms of skills and attitudes • Reward & Recognition • Getting pay levels right • Managing performance and feedback • Recognition schemes • Meet individual needs & celebrate success
- 17. How to ImproveEngagement • Communication & Engagement • Transparency • Communication channels and processes • Communicating in times of crisis • Learning & Engagement • Career development • Learning organisation: development and individual growth • Coaching and mentoring • Developing managers in engagement
- 18. Role of Leaders& Managers • Leaders must be the champions of engagement • Lead by example • Build an environment of trust through openness and communication • Build a leadership brand • Build trust across and down the organisation • Managers & Supervisors have the biggest influence • Live the values • Selecting managers who deliver on the values & build trust • Assess and develop your managers
- 19. Summary of Howto Engage Employees • Have inspirational leaders • Have a clear vision employees can relate to • Be transparent in communication • Build trust at all levels • Drive progress through individual performance • Develop your people for the business and for the individual • Create opportunities to grow • Create a fun environment • Address the WIIFM • Build the business case
- 20. And in 4words.....
- 21. James C Collins& Jerry I Porras 'Built to Last' 'Although the invention of the Post-it note might have been accidental, the creation of the 3M environment that allowed it was anything but an accident' And finally.....
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