[Slideshare] Cracking the Employee Engagement Code - Workforce Group

[Slideshare] Cracking the Employee Engagement Code - Workforce Group

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  Cracking The “EmployeeEngagement” Code Proven strategies to create teams where individuals perform exceptionally well, make useful recommendations and share an emotionally connection.
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  WHAT EMPLOYEE ENGAGEMENT ISNOT! In most organisations today, employees have figured out how to not get fired by putting in a baseline effort – this baseline effort is the minimum energy/workload needed to not get fired at a job which is only about only 30% of their optimal productive capacity In today’s fast-paced business world, it has become critical for employees to perform at their peak at all times to help businesses create and sustain their competitive edge. Click here to download the guide on: Aligning Employees to Organisational Strategy: The Why and How Employee engagement is not solely dependent on office lunch, town hall meetings, daily motivation, empowerment, or even employee feedback surveys.
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  • Are absorbedand have limited complaints • Go above and beyond to get things done • Volunteer for assignments and projects • Take initiative and personally commit to doing their best job every day and enjoy it • Have a tremendous buy-in – not just comply • Have a high sense of empowerment • Easily cooperate with each other even when they don’t necessarily have authority over one another • Have confidence and sense of accomplishment • Are accountable and recognized by employers • Suggest new ideas, ensure greater customer satisfaction and go out of their way to meet customers needs. • Tell other people and paint a positive picture about their organisation Organisation’s with a high number of engaged employees have people who:
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  “ ” MOTIVATION IS AFIRE WITHIN, NOT UNDER SOMEONE Fred Shore
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  ENGAGED EMPLOYEES They areemployees who work with passion and feel a profound connection to your company to drive innovation and move the organisation forward. THREE TYPES OF EMPLOYEES NOT ENGAGED EMPLOYEES They probably sleepwalk through their day, putting in time but not the energy or passion into their work. ACTIVELY DISENGAGED EMPLOYEES They are not just unhappy but busy acting out their unhappiness, undermining their more engaged co- workers actually doing disruptive behaviors than the work. Click here to read: 5 Strategies to Attract and Retain Talented Employees
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  Who is anEngaged Employee? An employee is engaged if he or she takes an active, positive interest in performing exceptionally well, making useful recommendations and getting emotionally committed to their role, function and the organisation An engaged employee is involved in their role across 3 major dimensions – cognitively, emotionally and behaviourally Engaged employees feel both valued by the organization, as well as value the organization. An Engaged employee’s head, heart, and soul is captured in their day- to-day tasks to fulfill their intrinsic desire and passion for excellence. Engaged employees are enthusiastic about and dedicated to their jobs
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  The Profile OfAn Engaged Employee: Emotional Contributors The primary emotion that leads an employee to be engaged is the feeling of being valued. Feeling valued is considered a gateway emotion. In other words, feeling valued does not generate engagement, but It acts as a springboard for other positive emotions. Employees are Enthusiastic about their work ENTHUSIASM Employees are motivated by their Leaders INSPIRED Employees are guided but given the latitude to do their work allowed to do the work their way EMPOWERED Employees are sure they can achieve success CONFIDENT Click here to read: Improving Employee Performance- Best Practices
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  Motivation When people feelvalued, they are motivated to do their best work and be the best version of themselves every day. They become self-starters and can work excellently well with little or no motivation. People can be motivated by two factors: • Intrinsic Motivators • Extrinsic Motivators
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  Intrinsic Factors thatdrive motivation MASTERY the ability to be good at what they do in line with the objective of your organization. Developing skills and expertise that help them do their job excellently well. AUTONOMY the desire to direct our own lives, not being micromanaged or overly monitored. Your Employee wants some measure of independence and ownership over how they lead their lives. PROGRESS the accomplishment they feel, achieving their purpose, the sense that their work is moving forward, and their activities are accomplishing something. PURPOSE they feel that what they are doing matters, and that drives the desire to do things in a different way.
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  Extrinsic factors thatdrive motivation Extrinsic motivators are those factors that helps the employee to show social proof of the impact of the work they do. These factors include awards, recognition, promotions, perks and benefits, preferential treatment, exclusive packages, etc. 10
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  HOW LEADERS CANDRIVE ENGAGEMENT: 02 Focus on building your employee’s strength 01 Your level of engagement is kind of contagious: What you project will get reflected back from others. 04 Be a coach, listen, ask and give feedback frequently 03 Be transparent and freely share information Reward behaviours and performance Increase transparency about how employees can manage their careers. Manage transition and reengage employees when there is a change event. 05 06 07 Click here to watch a video on: How to Increase your Business Productivity Using Outsourcing
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  Compliance-driven practices outline theregulatory compliance standards relevant to the organization and the business processes and internal controls the organization has in place to follow these standards. Commitment-driven practices (sometimes called Capacity-Driven Planning) is a technique that helps a team determine how much work to bring into their sprint based on how much time (capacity) they have to do the job. Move from Compliance-driven practices to Commitment- driven practices
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  Do employees havewhat they need to do their work? - Do they know what is expected of them? Employee Engagement Checklist Do they have the opportunity to do what they do best every day? Does the mission/purpose of our company make them feel their job is important? In the last six months, has someone at work talked to them about your progress? Do their opinions seem to count? Does their supervisor, or someone at work, seem to care about them as a person? Are their associates (fellow employees) committed to doing quality work? Have they had opportunities to learn and grow in the last year? Ensure that your employee engagement conversations are tailored towards getting the best out of each employee and finding the best way to help them at the workplace. Your survey should be a mix of questions based on the basic need of the employee, questions about their teaming, and questions about their growth.
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  Describe the situation– use tangible facts. Explain the impact on the job. What is the intent of the conversation. Action - what will be done (Tell or ask them). Summarise the next step. I D E A S HOW TO HAVE A DIFFICULT CONVERSATION WITH ACTIVELY DISENGAGED EMPLOYEES
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  While there isno one-size-fits-all to employee engagement, business leaders need to identify the traits that are common to their highly engaged employees and include these characteristics into their profile description for new hires. Leaders should also have more conversations around what currently works and help all employees to understand what they need to do to continually improve to excel.
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  READY TO GET STARTED? Visitwww.workforcegroup.com or Send an email to - [email protected]
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  What we do Wehelp organisations solve problems around: Staff Payroll Management Performance management support Health insurance management Executive, Experienced and Graduate Recruitment Staff onboarding and training Staff records management Leave and exit management Background verification Strategy Development and Execution Digital Learning Function Specific Programmes Leadership Development Digital Content Creation and Conversion Assessment and Development centre Occupational testing and Success Profiling Independent Contractor Management Assessor skills training Professional Employer Organisation Employer of Record Recruitment Process Outsourcing
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