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Engagement June 2013
This document discusses strategies for engaging employees in the second half of 2013. It defines employee engagement and outlines its business benefits. Engagement has multiple dimensions and categories. The top aspects that drive engagement are relationships with coworkers and supervisors, opportunities to use skills, and contributing to business objectives. Engagement depends on both big factors like organizational culture and small acts of recognition. Fully engaged employees are passionate, accountable, and committed. To increase engagement, managers must connect with employees, provide feedback and opportunities for growth, and create a culture of trust and contribution.
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Engagement June 2013
- 1. Engaging your employeesin the second half of 2013 by Toronto Training and HR June 2013
- 2. CONTENTS 3-4 Introduction 5-6 Definitions 7-8Business drivers for engagement 9-10 Dimensions of engagement 11-12 Categories of engagement 13-14 Top aspects of engagement 15-16 It’s the little things that count 17-18 What does a fully engaged employee look like? 19-20 In late 2013, what do employees want? 21-23 Role of managers 24-25 Organizational culture 26-27 Money can’t buy loyalty 28-29 High performance organizations 30-31 Employment value proposition 32-33 Mentoring to help disengaged employees 34-36 Engagement opinions 37-39 Engagement opinions-FEEL 40-42 Engagement behaviours-LOOK 43-44 Seven Es of engagement 45-46 Where do your employees fit? 47-48 Best practices for increasing engagement 49-50 Conclusion and questions
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- 4. Page 4 Introduction toToronto 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 plus improving employee engagement and morale Services for job seekers
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- 6. Definitions • Employee engagement •Discretionary effort • An engaged employee • What it is not… Page 6
- 7. Page 7 Business driversfor engagement
- 8. Business drivers forengagement • Client and customer feedback • High cost of employee turnover • Demographic shifts • Engagement drives performance and retention • Engagement drives business results Page 8
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- 10. Dimensions of engagement •How can we grow? • Do I belong? • What do I give? • What do I get? Page 10
- 11. Page 11 Categories ofengagement
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- 13. Page 13 Top aspectsof engagement
- 14. Top aspects ofengagement • I am determined to accomplish my work objectives and I am confident that I can meet them • Relationship with co-workers • Opportunities to use skills and abilities • Contribution of work to organization’s business objectives • Relationship with immediate supervisor • I frequently feel that I’m putting all my effort into my work Page 14
- 15. Page 16 It’s thelittle things that count
- 16. It’s the littlethings that count • Words • Action • Courtesy Page 6
- 17. Page 17 What doesa fully engaged employee look like?
- 18. What does afully engaged employee look like? • Intellectually and emotionally bound within the organization • Gives 100% • Feels passionately about its objectives • Takes personal responsibility and accountability • Pride in the quality of their work • Is committed to live by its values • Will go the extra mile Page 18
- 19. Page 19 In late2013, what do employees want?
- 20. In late 2013,what do employees want? • To know what is expected of them • Have the right tools and equipment • Opportunity to do what they do best • Feedback, praise and recognition • Know that they are cared about • Know that they matter and make a difference • Opportunity to progress • Learn new things • Be treated fairly • Trust-character and competence Page 20
- 21. Page 21 Role ofmanagers
- 22. Role of managers1 of 2 • Manage the employee’s work and performance • Manage the employee’s relationship with the organization • Key behaviours and strategies Page 22
- 23. Role of managers2 of 2 PATTERNS OF THINKING AND BEHAVING • Connecting • Shaping • Learning • Stretching • Achieving • Contributing Page 23
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- 25. Organizational culture • Definition •Elements of organizational culture • Control, commitment, collaboration, communication Page 25
- 26. Page 27 Money can’tbuy loyalty
- 27. Money can’t buyloyalty • Care and concerns • Fairness at work • Communication • Accomplishment and recognition • Trust Page 28
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- 29. High performance organizations •Clear • Capable • Committed Page 29
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- 31. Employment value proposition •Definition • Categories • Monetary and non-monetary • Hierarchy of needs Page 31
- 32. Page 32 Mentoring tohelp disengaged employees
- 33. Mentoring to helpdisengaged employees • What causes a disengaged employee? • Devalued and unrecognized • Stress • Loss of trust and confidence • The actively disengaged • Importance of culture • Mentoring and the mentor culture Page 33
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- 35. Engagement opinions 1of 2 • Relationship with co-workers • Opportunities to use skills and abilities • Contribution of work to the organization’s business objectives • Relationship with the immediate supervisor • The work itself • Meaningfulness of the job • Autonomy and independence • Variety of work • Overall corporate culture
- 36. Engagement opinions 2of 2 • Organization’s financial stability • Communication between employees and senior management • Management’s recognition of employee job performance • Job-specific training • Organization’s commitment to professional development • Networking • Organization’s commitment to CSR • Career development and advancement opportunities
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- 38. Engagement opinions-FEEL 1of 2 • I am determined to accomplish my work objectives and I am confident that I can meet them • I frequently feel that I’m putting all my effort into my work • I am highly motivated by my work objectives • While at work, I’m almost always completely focused on my work projects Page 38
- 39. Engagement opinions-FEEL 2of 2 • I have passion and excitement about my work • I enjoy volunteering for activities beyond my job requirements • I feel completely plugged in at work, like I’m always on full power Page 39
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- 41. Engagement behaviours-LOOK 1 of2 • In my organization, employees are encouraged to take action when they see a problem or opportunity • My work group never gives up • My colleagues quickly adapt to challenging or crisis situations • Employees in my organization deal very well with unpredictable or changing work situations Page 41
- 42. Engagement behaviours-LOOK 2 of2 • In my work group, we are constantly looking out to see what challenge is coming next • The people in my work group are always flexible in expanding the scope of their work • Others in my organization view unexpected responsibilities as an opportunity to succeed at something new • Other people in my organization often volunteer for new projects Page 42
- 43. Page 43 Seven Esof engagement
- 44. Seven Es ofengagement Page 44 Envision Empathize Empower EnhanceEvaluate Encourage Entanglement
- 45. Page 45 Where doyour employees fit?
- 46. Where do youremployees fit? Page 46 High TOP EMPLOYER BENCHWARMERS STARS DISCONNECTED FREE AGENTS Low TOP EMPLOYER Low levels of engagement High levels of engagement
- 47. Page 47 Best practicesfor increasing engagement
- 48. Best practices forincreasing engagement • Recognize early and often • Coach and motivate employees • Open relationships • Link the jobs of employees with the strategy and mission • Provide freedom and autonomy • Clearly define employee roles • Open and effective communication • Fun Page 48
- 49. Page 49 Conclusion andquestions
- 50. Page 50 Conclusion andquestions Summary Videos Questions