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Employee Engagement

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Employee Engagement

  1. 1. ANKUR NAIR DHEERAJ TUMU KALYANI NIKHARE NIHALI BHOIR
  2. 2. Concept of Employee Engagement • Concept of employee engagement was first put forward by the Psychologist Kahn in 1990. • Definition : Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work. • Engagement refers to an intrinsic, deep-rooted, and sweeping sense of commitment, pride, and loyalty that is not easily altered.
  3. 3. • EE was equated with – Job satisfaction, Job involvement, Commitment, Organizational Citizenship behavior… • It’s all about energy...People often confuse job satisfaction with employee engagement. • But that burst of energy felt actually comes from being engaged in work — not just with how satisfied someone are while they’re there. • Engagement suggests a Dynamic work place relationship
  4. 4. Highly engaged employees will remain motivated despite adverse circumstances, such as limited resources, equipment failures, time pressures, and so on. “They act as though they have ownership in the business.” “How do you know if someone is engaged?”
  5. 5. Levels OF Engagement Higher Purpose Compan y Team Work
  6. 6. What does engagement look like
  7. 7. • Org. Behaviour • Job Involvement • Job Satisfaction • Commitment Traditional • Notion of Flow • Individual Level-PASSION • Group Level- SET theory Theoretical Employee Engagement Employee Engagement as a Construct
  8. 8. What we perceived
  9. 9. Factors that drive Employee-Engagement • Before that few Questions……. • Employees today have increased bargaining power, Why? • How do we measure Engagement? • Time has Changed, really? • Now lets have a look at the factors….
  10. 10. • Unrealistic expectations • Lack of coaching, feedback, and support • Incompetent leaders whom people don’t respect • Constantly being underappreciated and devalued • Lack of basic pleasantries such as “hello” or “thank you” • Lack of support from manager • Having to do work that doesn’t appear to add value • Seeing managers who are not actively engaged • When manager takes credit for employees work
  11. 11. Continued….. • When employees have no idea what direction the organization is headed • Not being respected • When they go above and beyond but their efforts are never recognized • When they have to keep climbing over or around barriers to get what you need to do their job • Over burdensome processes.
  12. 12. Continued….. • When a supervisor asks for an employee’s opinion and then makes him or her feel stupid • When a supervisor holds a meeting to get employee feedback and suggestions and doesn’t follow up • When boss never asks for input • Lack of appreciation or compliments for a job well done • Criticism that isn’t constructive
  13. 13. Models Of Engagement •A) Respect Model •B) ‘X’ Model
  14. 14. When people are treated with respect they engage and work harder to achieve goals of an organisation. Areas where employee experience respect and disrespect. Individual Team Members LeadershipOrganization Work
  15. 15. JOB
  16. 16. JOB
  17. 17. How can we make employees more engaged?
  18. 18. Elements of sustained Employee Autonomy: employees need to have autonomy to make decisions and “own” aspects of their work Challenge: employees need to feel challenged with meaningful work Feedback: employees need to receive feedback Manager support: employees need to have a manager that supports them
  19. 19. Aligning EE with Culture Organization culture needs to align with the engagement climate For example, feedback is an organizational requirement for engagement. If company’s culture dictates whether employees give meaningful feedback or not. Do they feel comfortable telling the truth? Or would they rather sugarcoat their opinions so they don’t rock the boat? important if business strategy requires employees to learn and innovate.
  20. 20. Aligning EE with Culture Employee engagement programmes 1. MAITREE 2. PEEP (Proactive Employee Engagement Programme) 3. PROPEL (Professional Excellence Role Enhancement Ownership Culture Personal growth Employee Engagement and Learning)
  21. 21. Aligning EE with Well - being Well-being is an employee’s quality of life – how “healthy” she is physically and emotionally and whether she’s improving and living the best life she can.
  22. 22. Well known for their E. E Strategies “The way management treats associates is exactly how the associates will treat the customers”. - Sam Walton founder
  23. 23. • Reebok was looking to reinforce its new mission “to get consumers moving.” They figured the best way to do that was to first get their employees in motion. In an effort to align their people with their vision, the athletic apparel brand converted one of their warehouses into a CrossFit workout center, exclusively for Reebok employees. • Participants collectively lost over 4000 pounds during 2011. Globally, 1000 Reebok employees are now CrossFitters. • This initiative helped build engagement on many levels. Reebok didn’t just sell a lifestyle, it lived it. To deliver the full customer experience, they promoted a culture of health and wellness within their organization, making employees stakeholders in the company’s vision and mission.
  24. 24. • The hotel group’s high employee retention and long tenure speaks volumes in an industry known for its high employee turnover. The focus on employee development and promoting from within plays a large part in this. Another interesting practice, connected to development, is how they empower their employees (whom they call associates), to listen carefully to each other and guests, to be able to solve problems and create new solutions, rather than following scripts of what to do, making the guest feel special and heard. • Many organisations share this commitment to employee development and are therefore able to trigger that inner motivation that comes from knowing that you’re growing and developing. Besides, continuous development is crucial in order to successfully deal with the constant change all organisations face.
  25. 25. Examples of EE • Google have been very intentional about creating the culture they want. One aspect of that culture is their focus on transparency. The idea is to break down barriers, encourage creativity and collaboration. And employees, as a result, are feeling empowered by that transparency. Culture comes down to behavioral habits and Google, by creating a culture of transparency and freedom, creates habits of creativity. Formalizing that people spend 20% of their time doing something outside their normal work function, facilitates a creative culture. Ultimately culture is about “how things get done” and should not be left to chance, it’s too powerful a force not to take control over – and Google has done this well. • Organizations that focus on transparency engaging employees more than those that don’t. Employees want to be a part of something where there are no hidden agendas and they are experiencing an honest perspective whether that is good news or not. Informed employees feel valued and engagement typically follows.
  26. 26. Benefits of Engaged Workforce • Increased productivity • Increased profitability • Higher-quality work • Improved efficiency • Lower turnover • Reduced absenteeism • Less employee theft and fraud • Higher rates of customer satisfaction • Higher employee satisfaction • Reduced lost-time accidents • Fewer Equal Employment Opportunity (EEO) complaints
  27. 27. • The Paradox: • Too little focus on sustaining an engagement culture can yield disengagement • Employees may withdraw psychologically or physically; • However, too much of an engagement culture can also have bad consequences, including burnout, disengagement, and other negative psychological and behavioral outcomes (e.g., not adapting to the changes required for the company to succeed).
  28. 28. Burnout Source: Burnout is most often thought of as a state of exhaustion, of being overwhelmed with “ no way out. ” It accompanies or is a response to high stress caused by relentless dedication to challenging work
  29. 29. Burnout Syndrome (a) a state of exhaustion; subsequently followed by (b) a sense of detachment –what we call disengagement – from work; (c) resulting in less overt behaviour that is characteristic of engagement behaviour. got any Solutions ????????????
  30. 30. Our sources • Deloitte university press articles and videos on Employee Engagement. • Employee Engagement in Context - Mark Gatenby Chris Rees Emma Soane Catherine Truss • Carrots and Sticks Don’t work . - Paul L. Marciano • Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage - William H. Macey, Benjamin Schneider, Karen M. Barbera, and Scott A. Young
  31. 31. Thank You

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