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Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagement | Employee Management

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Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagement | Employee Management

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Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).

Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).

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Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagement | Employee Management

  1. 1. BUILD IT Glenn Elliott and Debra Corey’s The Rebel Playbook for World Class Employee Engagement Must Read Series
  2. 2. Why Employee Engagement is important?
  3. 3. Criteria of a Truly Engaged Employee 01 02 03 They understand and believe in the direction in which the organization is moving. They can see how their role contributes to achieving the goal. They are genuinely invested in their employer’s Success.
  4. 4. How Do You Cultivate a Sense of Engagement among Employees? • In this book Authors have offered a model to cultivate a sense of engagement among employees named Elliott and Corey’s Engagement Bridge™. Our main discussion will be based on that model.
  5. 5. Elliott and Corey’s Engagement Bridge™ • The bridge has ten (10) distinct components (seven “Beams” and three supporting “Rocks”): one doesn’t need every part to build a functional bridge, but the strongest constructions incorporate all ten elements. • Seven Beams: Open and honest communication ; Purpose, mission and values; Leadership; Management; Job design; Learning; and Recognition. • Three supporting Rocks: Pay and benefits; Workspace; and Wellbeing.
  6. 6. Companies need to stop lying to their Employees and embrace Honesty and Openness • Being honest with people is the best way to gain their trust. • Keeping the channels open at all times lets employees stay in the loop and means they feel included and valued. • Communication needs to be heartfelt. • How we talk to people matters as much as what we are saying. • Whether it’s a policy announcement or a review, it is important to be honest and open about the reasoning behind decisions.
  7. 7. If your business has a clearly defined purpose, your employees will be much more likely to engage • Your mission is the what, your purpose the why and your values the how. • Having a clear sense of purpose works wonders for long- term health. • Employees are four times as successful when they identified a set mission for themselves. • We should up-front about what we believe and get the message across with our memorable, tongue-in-cheek values. It will be translated into a breezy, customer-oriented ethos that filters into everyday working practices and shapes the way employees think about company.
  8. 8. Don’t just tell people what your values are; put them into action and lead by example • Leadership is what you say while management is what you do. They have to be correctly aligned if you want to build a strong bridge. • Make sure that management is in tune with the values of the company as because it is essential to keeping employees on board. • Many managers fail to live the values that company have so carefully developed. That means they often fail to cultivate the kinds of environments in which people do their best work. • It designs HR policy with the interests of employees in mind and in such a way that it reflects the company’s mission, purposes and values.
  9. 9. Engaged leaders acting as role models make for engaged employees • Leadership and Management-more important than ever before. • Employees are much more likely to be adaptable and implement changes when they respect and trust their leaders. • Half the battle is already won when you know what employees think about your leadership. • Great leadership isn’t just about making sound judgment that take employees into account. It’s just as important to include them in the decision making process itself.
  10. 10. Engaged leaders acting as role models make for engaged employees (Cont.) • Big changes are shaped by everyone who works for the organization rather than result of orders coming from up top. • Taking time to work out objectives and solutions together with the people who’ll be responsible for implementing them might sound like No-brainer, but a huge number of companies don’t do it!
  11. 11. Boosting engagement means ditching boring, joyless jobs that feed disengagement • Well designed, high engagement jobs are challenging but also give job holder control. • The challenges makes them exciting and the control gives the worker autonomy and self-determination. • What is a well designed job?:The best place to start is with freedom and responsibility. Employees need to feel like they have the space to fail as well as grow.
  12. 12. Work should be an opportunity for personal growth, so pay more attention to learning • People and organizations thrive when employees are given the chance to learn and develop. • But you can’t rely on training courses and learning technologies alone. • Learning and development require employees to have enough freedom in their role to experiment, try new things out and occasionally fail. • When those values are part of the company’s DNA, employees are much more likely to be able to learn and develop.
  13. 13. Work should be an opportunity for personal growth, so pay more attention to learning (Cont.) • Looking forward is also central to creating learning culture. That means focusing on developing your staff to meet the challenges of the future. • Fostering that sort of working environment takes thought. Understanding Why you want to implement learning strategies? is the main point to make clear about your goal. Designing your programs depends on it.
  14. 14. Ditch impersonal “recognition” programs that don’t actually make people feel recognized at all • Huge amount of money are wasted every year on reward programs that don’t do very much to engage employees. Surprisingly little. • 87 percent of all this money goes toward tenure rewards for lengthy service. But 72 percent would be happy and feel appreciated with simple thank you for their hard work. • If a husband only said to his wife that he lover her every 5, 10 and 15 years, she wouldn’t be happy either. In fact, she’d probably leave him, which is what your employees will do if all you do is recognize long service.
  15. 15. Ditch impersonal “recognition” programs that don’t actually make people feel recognized at all (Cont.) • What employees want is continuous and timely recognition that motivates them to carry on putting the hours in. Feedback is vital. • If you want to boost recognition, make your employees visible not only to their superiors but also among themselves. • Peer to peer nomination programs provide a helpful model. • The best place to start when it comes to implementing new programs is asking your employees for feedback. What do they value and what they like to see changed?
  16. 16. Employee don’t just want money; they want to be valued and treated fairly • Throwing money at disengagement doesn’t solve the problem altogether. But it is an effective strategy to prevent your employees from becoming disengaged. • People can feel disengaged wherever they are on the pay ladder. What really matters is fairness. • People don’t like the idea of others getting more than they do for the same thing. Income inequality is the top contributor to stress. • The best pay and benefits schemes act on this insight. They prioritize fairness of salaries and use benefits as a cultural differentiator.
  17. 17. Flexible working conditions shouldn’t be a luxury but a standard • Place and Space, it is about more than how an office looks- it’s the way employees interact with their virtual and physical environment that’s really important. • Employees have started recognizing how movement in office can boost productivity. • Agile working; it means doing different tasks in different parts of the office- reading in one area, taking calls in another, writing in another and so on. Colleagues bump into each other more frequently, increasing the chances of serendipitous collaborations.
  18. 18. Flexible working conditions shouldn’t be a luxury but a standard(Cont.) • Keeping your tech up-to-date helps keep things moving. • Best work places are usually the result of reformers sticking to their guns and following through. • It is a good idea to start by taking stock of what you need and what you have. Are there enough quiet spaces? Do you need extra meeting rooms? Or may be you just need to make your workplace more comfortable? • After analyzing all the thoughts, ask your employee what they think. They might just spot something you’ve missed.
  19. 19. If you want to get the best out of your employees, pay attention to their wellbeing • Well-being is essential to productivity. • Healthy food options and gym membership become increasingly common. • The two other aspects of wellbeing that need to be taken care of- mental and financial health. • These are often ignored because of societal taboos. We don’t like talking about mental health and money issues. That’s a mistake. • Anxiety of any kind saps productivity.
  20. 20. If you want to get the best out of your employees, pay attention to their wellbeing (Cont.) • Taking a fully holistic attitude to health, by contrast, does wonders for business results and innovation. • Two things are important to go about doing that. Firstly, you need to take a personalized approached. Secondly, that flexibility needs to be anchored in the company’s culture.
  21. 21. There isn’t a one-size-fits-all solution to engagement, so employ some basic principles and follow your gut • “Asking your employees what they think is really helpful”- is the first thing you should to start Engagement Bridge. • Open and honest communication are the heart and soul of engagement, building trust that is needed in other areas of the bridge. • You might not have realized that these are all principles we teach to young children! Telling the truth, being kind and playing fair are all values we try to pass on to our kids.
  22. 22. There isn’t a one-size-fits-all solution to engagement, so employ some basic principles and follow your gut (Cont.) • Problem afflicting working environments is that these basic and fundamental ideas seem not to have made it out of the playground and into the office. • You can create a more productive working environment by treating employees fairly and trusting them. • Define what you want your company to be before implementing changes.
  23. 23. There isn’t a one-size-fits-all solution to engagement, so employ some basic principles and follow your gut (Cont.) • Once you know where you are heading, it will be much easier to engage your employees and get them on-board for the journey ahead. • Some elements of the bridge will be more relevant to you than others. Organizations are very different. Each has its own needs.
  24. 24. Employee engagement is vital for modern organization to thrive • It keeps the company relevant by driving productivity and innovation. • The ten elements once again-Open and honest communication; purpose, mission and values; leadership; management; job design; learning; recognition; pay and benefits; workspace and wellbeing. • The enemy of employee engagement is inertia. Notice what exactly you are or aren’t lacking and what you would most like to improve, and start today. • Thnik whether or not you could successfully apply these exaples to your company and why they would or wouldn’t work.
  25. 25. Obsolete Concepts • Production line concept by Adam Smith: Employees should not be like Artisans working on one thing from start to finish but more like individual parts in a larger machine. Money would continue to provide a reliable incentive. Efficiency continues to be rated more highly than taking pride in what you do.
  26. 26. Impactful Example to enlighten us • Target 50 million users: It took Radio 38 years to reach; Facebook achieved that in a single year; Angry Bird needed just 35 days • Social Media Company Buffer publishes the salaries of its employees as well as reasoning behind its pay grades. It also releases its pricing models and revenue data. As a result, everyone knows exactly where they stand. Once Buffer had embraced their new transparency strategy, applications to join the company rose by 5o percent!
  27. 27. Impactful Example to enlighten us (Cont.) • The clothing retailer Gap Inc. has crafted performance review system with its staff in mind. It’s called GPS or “Grow. Perform. Succeed.” Just like a car’s navigation system, it helps employees stay on track and reach their desired destination. It looks at employees’ personal goals and focuses on delivering honest and broader performance reviews.
  28. 28. Impactful Example to enlighten us (Cont.) • The Shift in attitudes is reflected in the rise of websites Glassdoor that allow workers to anonymously review their employers. More and more people are making use of these platforms- approximately 41 million people use Glassdoor every month.(Leadership and Management)
  29. 29. Impactful Example to enlighten us (Cont.) • The British Leisure and Car Accessory Retailer Halfords has developed a leadership model named “Leadership Index” for each leader based on how employees view them as a leader. (Leadership and Management) • Software Marketer HubSpot realized that reducing the size of teams can make a massive difference. Today, their product teams are made up of just three members. That’s a great way of increasing employees’s sense of autonomy and speeding up communication. The side effect? Much higher engagement rates! (Job Design)
  30. 30. Impactful Example to enlighten us (Cont.) • Valve Corporation (Video Game Developer) implemented a totally “Flat Hierarchy” which gives every employee complete freedom to innovate and follow their instincts. That’s a radical model, of course, it works in Valve’s case. (Job Design) • DIY company Homeserve have a four tiered recognition program which ranges from annual and quarterly awards to e-cards thanking employees for going the extra mile. Gratitude is expressed from the highest levels as well as from colleagues on the shop floor. Over 22,000e-cards were sent and 5,000 awards exchanged between just 3,000 staff in the first year!!! (Feedbcak)
  31. 31. Impactful Example to enlighten us (Cont.) • Software company Basecamp has a strict policy of paying people on the same level the same amount of money. They also build bonuses into base pay, putting a quarter of their annual profits into salaries than one-off “extras”. That’s good for morale and retention. (Pay and Benefits) • When the new CEO of General Electric took charge of the Sydney offices and implemented Agile working, there was plenty of kickback. But over time, employees came to value their fluid and interactive workspace. Now, the only permanent features are the employees’ lockers. Everything else moves around constantly. (Place and Space)
  32. 32. Impactful Example to enlighten us (Cont.) • The web-hosting service provider Weebly introduced a special sabbatical program for staff members who’ve been there for five years or longer. It gives employees six weeks of paid leave and a round-trip airfare to anywhere in the world. It’s an effective way of letting people recharge their batteries and avoid burnout.(Wellbeing)
  33. 33. Impactful Example to enlighten us (Cont.) • Money.co.uk took a similar radical step like General Electric. The company refurbished a listed British Castle with the help of interior designer and TV presenter Laurence Llewelyn-Bowen. Whole process was undertaken with employee input. (Place and Space) • Travis Perkins PLC. started running a financial wellbeing program tailored to the needs of it’s staff. Rather than simply throwing money at it’s employees, it mapped out landmark financial stages in life like buying a house or having kids. Company designed a special programs and provide relevant and useful information for employees, giving them the know-how to make sound choices.(Wellbeing)
  34. 34. Beautiful Quotes to show the way • The greatest enemy of communication is the illusion that it has occurred. • “I keep beating the drum- management is here to serve the workers.”- Satya Nadella, CEO at Microsoft • “ The best workplaces combine space, service, and culture to create a great experience for employees and customers.”- Elliot Felix, founder of Brightspot Strategy • In United States a million workers miss work per day; thanks to stress. • “A great place to work is awesome colleagues.”- Netflix • “An intense focus on the customer through brave leadership.” -Amazon
  35. 35. References • ‘Build it: The Rebel Playbook for World Class Employee Engagement by Glenn Elliott and Debra Corey • https://blogcritics.org/book-review-build-rebel-playbook-world-class- employee-engagement-glenn-elliott-debra-corey/ • https://doublethedonation.com/tips/blog/2015/09/why-employee- engagement-is-important/
  36. 36. BUILD IT & the Authors
  37. 37. Glenn Elliott Debra Corey • Member, Forbes Human Resources Council • Group Reward Director, Reward Gateway • Founder, Reward Gateway
  38. 38. Thank You

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