Talent Engagement:
A Key to Workplace Harmony
LENY R. MASLOG
October 20, 2012

Topics
 Talent Management Framework
 Definition/description
 Engagement Drivers
 Benefits of Having an Engaged Talent Pool
 Steps to Strengthening Talent Engagement
 Building Blocks to Engagement
 The 21st Century Workplace
 Engagement Initiatives

Buck’s Talent Management
Framework

Definition/description
 The key that drives lean organizations
forward and sustains business performance
 Extent to which employees are willing to go
beyond the normal call of duty, going
beyond what is typically required by their
jobs

Definition/description
 High employee engagement is linked to
employee commitment, a high performing
workforce, satisfied and loyal customers, and
a productive and profitable organization.
 Crim & Seijts described an engaged
employee as: inspired, fascinated, fully
involved, and committed to its work and is
willing to see the organization succeed in its
mission.

Definition/description
The Institute of Employment Studies characterized
an engaged workforce as:
 One with belief in the organization, who
understands the business and the bigger
picture
 One who desires to work and make things
better
 One who keeps up to date with
developments in his field of expertise

Engagement Drivers
Opportunities
Company Quality of Life
Practices
Engagement
Total Rewards Work
People

Benefits of Having an
Engaged Talent Pool
 Creates a positive work environment
 Increases productivity, reduces turnover
 Creates transparency between leadership
and employees
 Reduces safety incidents

Benefits of Having an
Engaged Talent Pool
 Lowers training costs
 Lowers operating costs
 Strengthens customer satisfaction
 Increases annual revenues
Business growth means growth for everybody.

Steps to Building Engagement
 Know your team’s engagement drivers;
measure the level of engagement at each
driver.
 Validate results.
 Conduct impact planning.
 Plan and execute engagement program
 Measure effectiveness and review plan

Building Blocks
 Empowered line management
 Commitment to employee well-being
 2-way communication lines
 Effective internal cooperation
 Development focus
 Flexible work culture
 Clear and accessible HR programs, policies
and practices

The 21st Century
Workplace
Borderless
Remote
work spaces
Connectivity workplace
Flexible work
Collaboration culture Efficient
tools processes
Aligned HR, IT HR programs
& physical atuned to the
infrastructure Enriching work times and the
environment job market

Engagement Initiatives
 A warm, welcoming on-boarding program
 Robust performance management
 Communication venues – all media
 Continuous talent development programs
 Creative rewards and recognition
 Provide venue to exercise personal interests
Involve your TALENTS in crafting programs.
Own your engagement!

Communicate.....
Communicate....communicate
Proud that we are NOVARE
NOVARE EMPOWERING it’s CLIENTS
Colleagues deployed to Smart NetPhone
YOU make us PROUD!

Communicate.....
Communicate....communicate
NOVARE is Red Herring Asia’s Top 100

Note to the “Bosses”:
(Excerpt from HBR)
“The sins of the bad boss are far more
often those of omission, not commission.”
They fail to:
Inspire
Set clear visions and directions
Set reasonable standards
Walk the talk
Collaborate
Develop others

Note to the “Bosses”:
(Excerpt from HBR)
“The sins of the bad boss are far more
often those of omission, not commission.”
They fail to:
Improve and learn from mistakes
Innovate and lead the change
Develop others
Demonstrate inept interpersonal skills
Demonstrate good judgment and decision

Remember.......
“The best connections never come from
speaking; the best connections always
come from listening.”

Good Read
 Excerpt from Stephen Covey’s 8th Habit