Half day open training event held in Toronto, Canada.

1. Employee engagement
by Toronto Training and HR
May 2014

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Sources of employee engagement
9-11 Rules of employee engagement
12-13 Impact on employee engagement
14-15 Categorizing levels of employee engagement
16-17 Why do individuals become disengaged?
18-19 The employee engagement process model
20-21 Different scales to use
22-23 Ways to bring kindness to the workplace
24-25 Cycle of success
26-27 ‘Enablers’
28-29 Hierarchy of human capabilities
30-31 Integrated interventions
32-34 Survey questions
35-36 An onboarding model
37-38 Gender and organizational commitment
39-40 Building and communicating brand values
41-42 Dimensions of facilitation
43-44 Ways to improve employee engagement
45-46 Recent findings
47-48 Why isn’t employee engagement seen as business critical?
49-50 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 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
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions • Employee engagement
• Discretionary effort
• Drivers of employee
engagement
• Elements of employee
engagement
Page 6

7. Page 7
Sources of employee
engagement

8. Sources of
employee
engagement
• Leaders
• Managers
• Employees
Page 8

9. Page 9
Rules of employee
engagement

10. Rules of
employee
engagement
1 of 2
• Tap into the power of an
inspirational mission
• If you want your people
to give 100%
communicate freely and
frequently
• Everyone wants to
improve
• Provide pathways for
advancement
• Workers don’t work for
money alone
Page 10

11. Rules of
employee
engagement
2 of 2
• Create a culture of
community
• Give them freedom
• Research shows that most
employees work best
under a “servant leader”
• A “family friendly”
workplace actually helps
employees stay focused
on the job
• Fun on the job promotes
engagement
Page 11

12. Page 12
Impact on employee
engagement

13. Impact on
employee
engagement
• Appreciation by direct
supervisor
• Opportunity to advance
• Salary and bonus
• Ability to be effective in
one’s job
• Organization’s care for
wellbeing
• Confidence in executive
leadership
• Relationship with peers
Page 13

14. Page 14
Categorizing levels of
employee engagement

15. Categorizing
levels of
employee
engagement
• Highly engaged
• Engaged
• Disengaged
• Quality, cost, customer
service
Page 15

16. Page 16
Why do individuals
become disengaged?

17. Why do
individuals
become
disengaged?
• Uncertain job security
• Dead-end jobs
• Lack of meaning
• Worker invisibility
• Corporate coldness
• Working in the dark
• Unrealistic expectations
• Questionable business
practices
Page 17

18. Page 18
The employee
engagement process
model

19. The employee
engagement
process model
• Plan
• Survey
• Analyze
• Take action
• Sustain engagement and
re-survey
Page 19

20. Page 20
Different scales to use

21. Different
scales to use
• Leisure ethic scale
• Money ethic scale
• Occupational commitment
scale
Page 21

22. Page 22
Ways to bring kindness to
the workplace

23. Ways to bring
kindness to the
workplace
• Lead by example
• Support
• Boost morale
• Corporate social
responsibility and charity
• Simple gestures
• Celebrate
Page 23

24. Page 24
Cycle of success

25. Cycle of
success
• Acquire
• Manage
• Develop
• Assess
Page 25

26. Page 26
‘Enablers’

27. ‘Enablers’ • Leadership
• Line managers
• Employee voice throughout the
organization
• ‘Organizational integrity’
Page 27

28. Page 28
Hierarchy of human
capabilities

29. Hierarchy of
human
capabilities
• Obedience
• Diligence
• Expertise
• Initiative
• Creativity
• Passion
Page 29

30. Page 30
Integrated interventions

31. Integrated
interventions
• Communicate strategy
• Drive cultural change
• Develop strategic
leadership and develop
talent
• Manage employee
performance and align
rewards to strategy
• Enable HR processes
with technology
Page 31

32. Page 32
Survey questions

33. Survey
questions
1 of 2
• I can grow and develop at my
organization
• I have confidence in the future
of my organization
• My work gives me a sense of
personal accomplishment
• I am paid fairly for the work I
do
• My total reward package is
competitive for my industry
sector
Page 33

34. Survey
questions
2 of 2
• Pride in work or workplace
• Satisfaction with leadership
• Opportunity to perform well
• Satisfaction with recognition
received
• Prospects for personal and
professional growth
• Positive work environment and
teamwork
Page 34

35. Page 35
An onboarding model

36. An
onboarding
model
• Before the first day
• The first day
• The first week
• The first 90 days
• The first year
Page 36

37. Page 37
Gender and organizational
commitment

38. Gender and
organizational
commitment
• Gender model
• Job model
Page 38

39. Page 39
Building and
communicating brand
values

40. Building and
communicating
brand values
• Identification and belief
• Consistency
• Clarity
• Honesty
• Operate a two-way
street
• Recognition/care
Page 40

41. Page 41
Dimensions of facilitation

42. Dimensions of
facilitation
• Planning
• Meaning
• Confronting
• Feeling
• Structuring
• Values
Page 42

43. Page 43
Ways to improve
employee engagement

44. Ways to
improve
employee
engagement
• Use the right survey
• Focus on the enterprise and
local levels
• Select the right managers
• Coach managers and hold
them accountable for their
employees’ engagement
• Define engagement goals in
realistic and everyday terms
• Find ways to connect with
each employee
Page 44

45. Page 45
Recent findings

46. Recent
findings
• Employee engagement makes a
difference to the bottom line
• Managers and leaders play a
key role
• Different types of workers need
different engagement strategies
• Employee engagement has a
great impact on performance
than corporate policies and
perks
• Employees are not prepared to
engage customers
Page 46

47. Page 47
Why isn’t employee
engagement seen as
business critical?

48. Why isn’t
employee
engagement
seen as
business
critical?
• Ignorance
• Indifference
• Impotence
Page 48

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions