Half day open training event for HR professionals and managers on the improving levels of employee engagement held in Toronto.

1. Improving levels of employee
engagement
by Toronto Training and HR
May 2013

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Sustainable engagement
9-12 Elements of engagement
13-15 Drivers of engagement
16-18 Common drivers in Australia and New Zealand
17-18 Leadership and justice at work
19-21 Numbers, numbers, numbers…
22-23 Types of employee
24-25 Job engagement and organization engagement
26-27 Myths about employee engagement
28-30 Employee engagement surveys
31-32 What do world-class organizations focus on?
33-34 Pillars to an organization’s foundation
35-36 Show employees you CARE
37-38 How does Canada compare?
39-41 Building employee engagement through managers
42-44 Strategies to improve employee engagement
45-48 What do engaged employees look like?
49-50 Conclusion and questions

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
10 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
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions
• Employee engagement
• Employee effectiveness
• Organizational commitment
Page 6

7. Page 7
Sustainable engagement

8. Sustainable engagement
• Traditional engagement
• Enablement
• Energy
• Top drivers
Page 8

9. Page 9
Elements of engagement

10. Elements of engagement 1 of 3
• I know what is expected of me at
work
• I have the materials and equipment
I need to do my work right
• At work, I have the opportunity to
do what I do best every day
• In the last seven days, I have
received recognition or praise for
doing good work
• My supervisor, or someone at
work, seems to care about me as a
person
Page 10

11. Elements of engagement 2 of 3
• There is someone at work who
encourages my development
• At work, my opinions seem to
count
• The mission or purpose of my
organization makes me feel my job
is important
• My associates or fellow employees
are committed to doing quality
work
Page 11

12. Elements of engagement 3 of 3
• I have a best friend at work
• In the last six months, someone at
work has talked to me about my
progress
• This last year, I have had
opportunities at work to learn and
grow
Page 12

13. Page 13
Drivers of engagement

14. Drivers of engagement 1 of 2
• Trust, fairness, respect
• Alignment
• Communication
• Empowerment
• Efficient processes
• Organizational structure
• Self-discipline
• Total focus on customer
satisfaction and quality
• Behaviours required from leaders
and managers
• Individual drivers

15. Drivers of engagement 2 of 2
• Company practices
• Opportunities
• People
• Quality of life
• Total reward
• Work
Page 15

16. Page 16
Common drivers in
Australia and New Zealand

17. Common drivers in Australia and
New Zealand 1 of 2
• I am committed to my
organization’s core values
• I feel confident that I can reach my
long-term career goals in my
organization
• Our customers think highly of our
products and services
• I am encouraged to take ownership
of my work
• I believe my current job is aligned
with my strengths
Page 17

18. Common drivers in Australia and
New Zealand 2 of 2
• My organization allows me to
maintain a reasonable balance
between my family and work life
• There is sufficient incentive for me
to perform well at my organization
Page 18

19. Page 19
Numbers, numbers,
numbers…

20. Numbers, numbers, numbers…
1 of 2
• Engaged employees average 27 %
less absenteeism than those who are
actively disengaged
• Business units with a surplus of
disengaged employees suffer 31%
more turnover than those with a
critical mass of engaged employees
• In low turnover organizations,
disengaged workers experience 51%
more turnover than engaged
employees
Page 20

21. Numbers, numbers, numbers…
2 of 2
• The bottom quartile of employee
engagement had 62% more
accidents than work groups in the
top quartile
• Highly engaged work units equated
to 12% higher customer scores
• Teams in the top quartile are three
times as likely to succeed as those in
the bottom quartile, averaging 18 %
higher productivity and 12% higher
profitability
Page 21

22. Page 22
Types of employee

23. Types of employee
Page 23
High
engagement
TENANTS CHAMPIONS
DISCONNECTED CAPTIVES
Low
engagement
Low likelihood of
staying
High likelihood of
staying

24. Page 24
Job engagement and
organization engagement

25. Job engagement and organization
engagement
• Commitment
• Advocacy
• Satisfaction
• Pride
Page 25

26. Page 26
Myths about employee
engagement

27. Myths about employee engagement
• Employee engagement is the role
of HR
• Employee engagement requires a
large budget
• Employee engagement isn’t
something to be focused on now
• Employee engagement is warm and
fuzzy, and there aren’t statistics to
back it up
• Employee engagement is a trend
Page 27

28. Page 28
Employee engagement
surveys

29. Employee engagement surveys
1 of 2
• Select the right time
• Communicate throughout the
survey period
• Make it easy for employees to
participate
• Designate survey champions
• Communicate results in a timely
fashion
Page 29

30. Employee engagement surveys
2 of 2
QUESTIONS TO ASK-agree/disagree
• I intend to stay with x for at least
another twelve months
• I understand how my job
contributes to the mission of x
• I am proud to work for x
• My colleagues are passionate about
providing exceptional customer
service
• My colleagues go beyond what is
expected for the success of x
• I would recommend x to friends
and family as a great place to work

31. Page 31
What do world-class
organizations focus on?

32. What do world-class organizations
focus on?
• Strategy
• Accountability and performance
• Communication
• Development
Page 32

33. Page 33
Pillars to an organization’s
foundation

34. Pillars to an organization’s
foundation
• People
• Performance
• Posterity
Page 34

35. Page 35
Show employees you CARE

36. Show employees you CARE
• Communication
• Accountability
• Respect
• Ethics
Page 36

37. Page 37
How does Canada
compare?

38. How does Canada compare?
• Global
• Asia Pacific
• Europe
• Latin America
• US
Page 38

39. Page 39
Building employee
engagement through
managers

40. Building employee engagement
through managers 1 of 2
• Managers should have a clue about
what employees like and hate-both
inside and outside of work
• Managers have to make employees
feel like they really care about their
career-even at the expense of
losing them
• Managers have to stop telling
employees what to do-and instead
force them to help determine the
solution
Page 40

41. Building employee engagement
through managers 2 of 2
• When it comes to performance
management stop[ counting
widgets-focus on what great
performance looks like and how it
helps the employee build their
career
• For maximum engagement, always
pay top performers significantly
more than average performers
Page 41

42. Page 42
Strategies to improve
employee engagement

43. Strategies to improve employee
engagement 1 of 2
• Ensure strategies to improve
performance and competitive
advantage that are already focused
on the bottom line also address
engagement
• Find ways to communicate
organizational achievements and
help employees see the connection
between their work and the
organization’s success
• By helping employees realise their
career goals organizations will build
long-term employee engagement

44. Strategies to improve employee
engagement 2 of 2
• Having a better understanding of
the barriers to engagement is
fundamental to designing the right
solution for building higher
engagement
• Identify the reasons for employee
turnover and avoid attrition spikes
• Best People Practices provide the
direct benefits of each initiative
AND the benefits of high employee
engagement
Page 6

45. Page 45
What do engaged
employees look like?

46. What do engaged employees look
like? 1 of 3
ATTRIBUTES
• Advocacy
• Commitment
• Discretionary effort
• Pride
• Achievement
• Alignment
Page 46

47. What do engaged employees look
like? 2 of 3
TRAITS
• Consistent levels of high
performance
• Natural innovation and drive for
efficiency
• Intentional building of supportive
relationships
• Clear about the desired outcomes
of their role
• Emotionally committed to what
they do
Page 47

48. What do engaged employees look
like? 3 of 3
TRAITS
• Challenge purpose to achieve goals
• High energy and enthusiasm
• Never run out of things to do,
create positive things to act on
• Broaden what they do and build on
it
• Commitment to company, work
group, and role
Page 48

49. Page 49
Conclusion and questions

50. Page 50
Conclusion and questions
Summary
Videos
Questions