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Employee Engagement Strategies Conference Hub

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Developing effective, best practice Employee Engagement practices, process and strategies

Publicada em: Negócios, Tecnologia
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Employee Engagement Strategies Conference Hub

  2. 2. Introduction Key presentation topics Summary Questions PRESENTATION OVERVIEW
  3. 3. Defining the fundamental concepts Types of engaged employees Key drivers of employee engagement Benefits of employee engagement Measurement of employee engagement Strategies to develop employee engagement KEY PRESENTATION TOPICS
  5. 5. Employee Engagement Employee Satisfaction DEFINING THE FUNDAMENTAL CONCEPTS
  6. 6. Engagement happens when people are committed to their work and the organization and motivated to achieve high levels of performance Engaged employees at work are positive, interested in and even excited about their jobs and are prepared to put discretionary effort into their work beyond the minimum to get it done DEFINING EMPLOYEE ENGAGEMENT
  7. 7. Are employees COMMITTED to the organization? Are employees proud to work for the organization – company/brand ambassadors? CITIZEN Do employees put forth extra/discretionary effort to help the organization and their colleagues achieve business objectives? COMRADE Are employees enthusiastic and passionate about their work/jobs? CREATOR Are employees CONNECTED (intellectually and emotionally) to their work/jobs – offer value add? RATE THE DEGREE OF EMPLOYEE ENGAGEMENT
  8. 8. 71% of employees are disengaged: 45% are not engaged 26% are actively disengaged 29% of the workforce are engaged CURRENT DEGREE OF EMPLOYEE ENGAGEMENT Engaged 29% Not Engaged 45% Actively disengaged 26%
  9. 9. Engaged Not Engaged Actively Dis-Engaged TYPES OF ENGAGED EMPLOYEES
  11. 11. According to Dale Carnegie research: Relationship with the immediate supervisor Senior Leadership’s ability to lead the company and communicate its goals Organizational Pride - vision of organization and corporate social responsibility KEY DRIVERS OF EMPLOYEE ENGAGEMENT
  12. 12. Work People Opportunities Total rewards Company practices Quality of Work Life KEY DRIVERS OF EMPLOYEE ENGAGEMENT
  13. 13. Enthusiasm Inspiration Empowerment Confidence 95% of employees who experience any three (3) of the above key emotions, are engaged EMOTIONAL DRIVERS OF ENGAGEMENT
  15. 15. According to Gallup (2013), employers can reap the following benefits of an engaged workforce:  202% better performance  $11 billion is lost annually due to employee turnover  Direct correlation to 9 key business performance indicators BENEFITS OF EMPLOYEE ENGAGEMENT
  17. 17. Gallup’s Q12 survey: #1 Role clarity and expectations #2 Resources – materials and equipment #3 Role optimization and opportunities #4 Receipt of recognition and praise #5 Managerial care and interest #6 Encouragement of personal and professional development MEASUREMENT OF EMPLOYEE ENGAGEMENT
  18. 18. What do I get? What do I give? Do I belong? How can we grow? FOUR STAGES OF EMPLOYEE ENGAGEMENT
  19. 19. Gallup’s Q12 survey: #7 Opinions and inputs are valued #8 Job/task significance #9 Fellow employee commitment to performance excellence/quality #10 Collegial and harmonious working relationships #11 Managerial interest in career progression and development #12 Ample opportunities to learn and grow MEASUREMENT OF EMPLOYEE ENGAGEMENT
  20. 20. According to Gallup (2013), three (3) strategies to accelerate employee engagement are: Select the Right People and Managers Develop employees’ strengths Enhance employees’ well-being STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
  21. 21. According to Armstrong (2011), the five (5) strategies to enhance employee engagement are: The work itself The work environment Leadership Opportunities for personal growth Opportunities to contribute STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
  22. 22. According to Hackman & Oldham: Skills variety Task identity Task significance Autonomy Feedback JOB CHARACTERISTICS MODEL
  23. 23. According to Dale Carnegie research:  Senior managers need to define organizational goals and objectives in realistic, clear and attainable manner  Senior managers must articulate the company vision in a clear and compelling way  Leaders should project a positive manner with employees, and be accessible  Leaders should ensure that employees understand how their role contributes to the overall company success  Senior leaders should create a climate of trust and encourage managers to demonstrate that they care about employees (on personal level)  Managers should determine how each employee’s personal motivators align with organizational goals LEADERSHIP STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
  24. 24. According to Dale Carnegie research: Managers should praise publicly, reprimand privately and coach team members who demonstrate disengaged behaviour Employees should be encouraged to communicate clearly and provide input into the company vision Direct managers should foster healthy relationships with employees Senior leadership should continuously demonstrate that employees have an impact on their work environment Managers should show that employees are valued as true contributors, giving them a sense of empowerment STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
  25. 25. According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four areas: Strategy and Leadership Philosophy Accountability and Performance Communication and Knowledge Management Development and on-going Learning Opportunities BEST PRACTICE EMPLOYEE ENGAGEMENT
  26. 26. Key points Questions Conclusion SUMMARY
  27. 27. CHARLES COTTER 084 562 9446 charlescot@polka.co.za LINKED IN TWITTER: Charles_Cotter CONTACT DETAILS