1. Telecoms HR Summit
The Changing Role Of The HR Team In Down Turn Economy
December 7th & 8th , 2009
Dubai- UAE
Measuring Employees Engagement
in High Performance Organizations
By : Mona Munieb
1
HR du Telecom

2. “If you want 1 year of prosperity,
grow grain.
If you want 10 years of prosperity,
grow trees.
If you want 100 years of prosperity,
grow people.”
— Ancient Chinese Proverb
2 2

3. The Challenge
How Do You Get
Your Team
Members To Be
Motivated At
Every Given
Opportunity?
3

4. The
Business
Case
Final The
Word Market Scan
Satisfaction
Why
vs.
Do Survey ?
Engagement
How
To Survey
4

5. How HR Drives Company Value?
Reward System Revenue Flows
Corporate Culture Strategic Sales Growth
Values & Behaviours Value Innovation
Employee Satisfaction/Engagement Drivers Brand Activation
Safety & Work Place Environment White Spaces
Enterprise Culture & Can Do Rollout
Supply Chain
Organi-
Company Financial
zational Value
Value Value Drivers
Drivers
Operating Expenses to Sales Capital Structure
Return on Net Assets Investment Return >Cost of
Working Capital Capital
Overheads Operat- Exchange Rate Leverage
Margin Enhancement Projects
ional
Value
Driver 5

6. Through HR Many Roles
Value Is Added
Administrative Strategic Partner
Expert • Translate Business
• Improve The Strategy Into Action
Efficiency Of The
Work
Resource Change Agent
Champion • Master the Theory
• Find The Right & Practice Of
Balance Between change
Demand &
Resources Adding
Value
6

7. ..Therefore, Human Resources
in High Performing Organizations
• Fully link HR strategy and practice to the
organization’s strategic priorities
• Ensure the organization has the people
capacity to execute its strategic priorities
• Measure effectiveness of HR strategy
• Add value
7

8. You must be the
change you
wish to see in
the world”
-Gandhi
8

9. The Nature of Motivation
• Motivation
1. The psychological forces that determine:
• Direction—possible behaviors the individual
could engage in
• Effort—how hard the individual will work
• Persistence—whether the individual will keep
trying or give up
2. Explains why people behave the way they
do in organizations
9

10. 4 Kinds of Motivation:
Why we do the things we do
POSITIVE
Motivation towards a goal
Someone wants you to do it
“Write this report “I really want to
EXTRINSIC
INTRINSIC
You want to do it
and you get a write this report!”
bonus”
“Write this report or “I really don’t want
you get fired!” to write this report!”
NEGATIVE
Motivation away from something
10

11. Many Companies Don’t
Measure Motivation At All !
• 34% of companies have an employee
communications measurement strategy
• 46% of large companies (>10,000 employees)
have a measurement strategy
• 47% of top UK companies don’t do regular
research on employee motivation, morale or
engagement
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Communication measurement report - 2004

12. Regional Breakdown
Region Percentage
Asia Pacific Just Over 25%
North America 38%
United Kingdom 39%
12
Communication measurement report - 2004

13. Why You Need To Know
Employee Opinions ?
Yes, leadership is about vision. But
leadership is equally about creating
a climate where the truth is heard
and the brutal facts confronted.
There is a huge difference between
the opportunity to “have your say”
and the opportunity to be heard.
The good to great leaders
understood this distinction, creating
a culture wherein people had a
tremendous opportunity to be
heard, ultimately for the truth to be
heard.
– Jim Collins “Good to Great”
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14. It is one of two Methods to
Measure Employee Opinion
– Interviews/Focus Groups
(Qualitative)
– Surveys/Questionnaires
(Quantitative)
14

15. Why do an Employee
Opinion Survey ?
• Employee satisfaction is a key
indicator of:
– Organization success (recruitment & retention)
– Employee engagement
15

16. I- An Integral part of
Developing the HR Plan
• Provides Critical Assessment of HR Division
• Review of HR Best Practices
• Ensure Strategic Alignment
• Measures Progress
Labor Markets Business Strategy
Organizational HR Employee
Behavioral/Role
Design/Work Satisfaction HRM Systems
Requirements
Processes Measurement
Legal Environment Technology
16

17. 2- Facilitate Moving to a High
Performance Culture
• Developing integrated
Organization
processes to promote
a high performance
culture through Unite
individual, unit &
organizational
performance Individual
17

18. 3- Ensure Strategic
Initiatives alignment
Recruit
Enabling
Culture
Reward Develop
Stimulate
Progress
Preserve
the core
Right Place
for Right People
Align Engage
18

19. 4- It Is Reality Check To
Employee & Management
• More than lip service
• The right place for the right people
• Alignment and commitment
• Open and honest discussions of problems
• Data-based decision making
• Accountability for results
• Return on investment
19

20. Measuring Employee
Engagement
• Measuring employee engagement
demonstrates an "I care" attitude
on behalf of management to the
employees.
20

21. ..And The Company Benefits
• Employee engagement
Service
drives customer Excellence
satisfaction, leading to Catalyst For
Positive
Public
profit for an organization. Change
Image
• Research shows
engaged employees are
far better than unsatisfied Retain
Intellectual
Employee Increased
Staff
ones at delivering Capital Engagement Retention
excellent customer
service, hence enhancing
customer satisfaction with Develop Reduced
Effective Recruitment
the organization's processes Cost
Attract
products & services. Talent
(Employer
Of Choice)
21

22. How To Develop the Survey
• Commit to a future described “Inspirational
Objectives”
• Survey employees for their opinions on work
environment issues
– Diversity, engagement, alignment with values
• Confidential, web-based process
• Use results to develop and/or improve
programs and services to support healthy,
productive and diverse workplaces
22

23. First Year
• Establish A base line
• Openly shared and broadly
communicated
• Full report on web-site
• Identified issues impeding organization
progress
• Focus on the importance of effective
leadership
23

24. Second Year
• Same questions
• You will see increased response rate
• Compare results to baseline data
• Develop action plans by unit
• Compare aggregate data across units
• Use outcomes to support planning
processes
24

25. Survey Communication
Strategy
• Building credibility
• Alignment of HR with company strategy
• Updating HR policies
• Sharing results
• Communication of action plans
25

26. Focus on the basics
Company ( Values, Direction, Outcomes)
Team
Individual
Good Communication & Feedback
Engagement & Building The Culture
26

27. What We do With Results ?
1. The feedback information needs to lead to
improvements.
2. Making the employees aware of the
findings and establishing action plans to
continue the learning and application of the
survey results is critical.
3. Implement methods to increase employee
engagement.
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28. Measurement Costs
• The costs associated with conducting the survey are the
following:
– Number of employees involved in the survey Hourly / salary
– Hours/minutes – Amount of time to work on the project
– Overhead costs and supplies and material
Formula:
Salary X hours worked + overhead + supplies
=
Costs to conduct survey
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29. The Process Map For Identifying
Employee Engagement
HR Create Management Employee
Measuring Approves Complete
Methods Methods Survey
HR Collects Analysis Is Improvement
Survey Conducted Are discussed
Improvements Periodical Management
Methods Are Review Continuous
Implemented Implemented Improvement
29

30. Things to Remember
1. Gaining high levels of participation in the
survey requires your employees to trust that
their responses will be confidential & of value.
2. Letting employees know how the survey will be
designed & used, and how they will be
protected from any possible punishment is
critical.
30

31. Engagement
‘I have no special
talents. I am only
passionately
curious.’
- Albert Einstein
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32. What is Engagement?
Job engagement is a characteristic
where an individual approaches his or
her work with enthusiasm, energy,
passion, focus, and commitment such
that the person is entirely present in
his/her work and is able to bring his or
her full potential to the work effort.
32 32

33. Satisfied Vs. Engaged
• Being satisfied with your job doesn’t mean
that you’re engaged with it (you can be happy
at work but do a poor job of it!)
• If you’re engaged with your work you will not
only be more satisfied with it, but you will also
be more productive, create higher quality
results, and demonstrate better customer
service
33 33

34. Satisfied vs. Engaged
Satisfied Employees Engaged Employees
Comfortable Deeply connected to their work
Content Work environment
Gratified Team/colleagues
Sense of Ownership
Pleased
Commitment
34 34

35. Examples…
Satisfaction Dimensions Engagement Dimensions
• My workload is about right. • I feel energized by the work I do
• I like the people I work with. • My co-workers and I help each other out
• I have the tools that I need to do when the pressure is on
• Our company vision and mission is
my job well.
clear to me
• I receive the skill and knowledge
• I feel responsible for my own success
training that I need to do my job here
well.
35 35

36. The Three Types
Of Employees
1. Engaged
• Employees work with passion & feel profound connection to their
company. They drive innovation and move the organization forward
2. Not-engaged
• Employees are essentially checked out. They are sleepwalking through their
workday, putting time-but not energy or passion- into their work. They are
satisfied about the organization, but would the organization be satisfied
about them?
3. Actively Disengaged
• Employees are not just unhappy at work, they are busy acting out their
unhappiness. Everyday, these workers undermine what engaged
coworkers accomplish
Each organization has all three types. The task
is to keep the engaged, move the not-engaged
to be engaged & eliminate the disengaged 36 36

37. Source Of Engagement
Personal
Character
Nature Of
The Job
Nature Of
The
Organizati
on
Individual Engagement
37

38. How Engaged Are We??
The Gallup Management Journal's semi-
annual Employee Engagement Index puts the
current percentage of
• Truly "engaged" employees at 29%
• A slim majority, 54%, falls into the "not
engaged" category,
• While 17% of employees are "actively
disengaged."
38 38

39. • Diagnostic
tool for
employee
Engag
engagement ement
include -
39 39

40. Best Practices Facilitating
Engagement
1. Leadership concern
2. Talent Management System
3. Freedom to contribute to their own job and
progress
4. Clear and accessible HR Policies
5. Periodic Performance reviews
6. Active Participation in decision making
7. High Levels of team work
8. Least biased and discriminated Work
environment
9. Proper exchange of Information
40 40

41. And For
Employees…
1. At work, do your opinions seem to count ?
2. Does the mission/purpose of your company
make you feel your job is important?
3. Do you have a best friend at work?
4. In the last six months, has someone at work
talked to you about your progress?
5. In the last year, have you had opportunities at
work to learn and grow?
We can also have a HR folder or an intranet for employees
where you have sections like motivational stories, quotes,
Support grievances jokes, etc... Some entertainment
41 41
for employees

42. Key Employee Engagement
Outcomes Metrics
1 Employee Retention
2 Company Performance
3 Customer Satisfaction
4 Profitability
42

43. Final Remarks
• Employees are the most valuable assets
to every organization (And you better believe it !)
• Conducting surveys is a useful tool for
management to retain the workforce and
improve the quality and quantity of its work
performance
• Team Work is a great manifestation of
engagement
43

44. Continued..
• Don’t create a monster of a survey
– just do it!
• Don’t hide the truth
• Prepare the organization
• Communicate, communicate,
communicate
• Moving to action by taking the Elevator
Principle & avoiding the Propeller Effect
44

45. The Propeller Effect*
Non- aligned HR
activities negate
each others and
tear apart the Company
company culture, Culture
making the sum
Less than the total.
* Unpublished Paper – “Brand transformation” by Ayman Hamed
45

46. The Propeller Effect*
Non- aligned HR
activities negate
each others and
tear apart the Company
company culture, Culture
making the sum
Less than the total.
* Unpublished Paper – “Brand transformation” by Ayman Hamed
46

47. The Propeller Effect*
Non- aligned HR
activities negate
each others and
tear apart the Company
company culture, Culture
making the sum
Less than the total.
* Unpublished Paper – “Brand transformation” by Ayman Hamed
47

48. The Elevator Principle*
Aligned HR activities Company
reinforce each others Culture
and build the
Effort Elevator
company culture
making the sum more
than the total.
* Unpublished Paper – “Brand transformation” by Ayman Hamed
48

49. The Elevator Principle*
Company
Aligned HR activities Culture
reinforce each others
Effort Elevator
and build the
company culture
making the sum more
than the total.
* Unpublished Paper – “Brand transformation” by Ayman Hamed
49

50. The Elevator Principle*
Company
Culture
Aligned HR activities
reinforce each others
Effort Elevator
and build the
company culture
making the sum more
than the total.
* Unpublished Paper – “Brand transformation” by Ayman Hamed
50

51. “If You Aren’t Fired With Enthusiasm,
You Will Be Fired With Enthusiasm”51

52. THANK YOU
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