Transcript Employee engagement

Gallup Q12
Do you know what is expected of you at work?
Do you have the materials and equipment you need to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last seven days, have you received praise for doing good work?
Does your supervisor seem to care about you as a person?
Is there someone at work who encourages your development?
At work, do your opinions seem to count?
Does the mission of your company make you feel your job is important?
Are your associates (fellow employees) committed to doing quality work?
Do you have a best friend at work?
In the last six months, has someone at work talked about your progress?
In the last year, have you had opportunities at work to learn and grow?
Yes/ No
Fully
Disengaged
29%
71%
Positive impact on
quality of products
84%
31%
Positively affect
customer service
72%
27%
Positive impacts on
costs
68%
19%
• Strong emotional bond
• Willingness to recommend company to friend
• Commit time to help company succeed
• Motivated by intrinsic factors (common purpose, part of
greater process)
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Employee perceptions of job importance.
Employee clarity of job expectations
Career improvement opportunities
Regular feedback and dialogue with superiors
Quality of working relationships with peers,
superiors, and subordinates
Perceptions of the ethos and values of the
organization
Effective Communications - "what's going
on".
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Employees want to give more,
but also want clear and measurable return for their effort.
Only 1 out of 5 workers today is giving full discretionary
effort on the job
– going above what’s required
- because in the passion and purpose of creating better
product, service or customer experience
Close to 4 out of 10 workers are disenchanted or
disengaged.
- Not performing anywhere near their true capability
- not have emotional and motivational connections
Engaged employees are not born, but made.
Organizations create right conditions to nurture engagement
and drive better performance.
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Senior management sincerely interested in wellbeing
Ability to improve skills and capabilities
Organization’s reputation for social responsibility
Employees inputs into decision making
Quick resolution of customer concerns
Setting of high personal standards
Excellent career advancement opportunities
Challenging work assignments that broaden
skills
Good relationships with supervisors
Organization encourages innovative thinking
Effective — and engaged — leadership at the top.
Gap between traditional 20th century leadership model and
characteristics for engaging leadership
- implications for management selection and training
- considerations for leadership succession and development
Review leadership programs - leaders understand their
enormous positive impact on employee engagement, retention
and performance.
Validate the following requirements:
◦ Existing leadership development programs focus on building right
“muscles”?
◦ Potential leaders assessed and developed based on the right criteria?
◦ Performance management programs emphasize the right leadership
activities
Highlight where leaders have contact with employees (e.g. coaching,
sponsoring, recognizing, role modelling, communicating, involving)?
Customize and shape the work environment and culture
to match their unique basis for competitive
advantage
tangibly aligning workforce strategies with business
priorities.
Key questions:
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What are the organization’s unique cultural
differentiators?
How far is the existing culture driving the behaviours for
success?
Are our human capital strategy and underlying programs
aligned to create a high performance culture?
What changes are needed to for enhanced performance?
Is the HR function equipped to develop and execute new
strategies and support for the change process?
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Put workforce under same microscope as
customers
– understand employees’ needs, issues, values
and “buying” patterns
- give themselves a competitive edge
- help in attracting, retaining and engaging
employees
Top 5 drivers for attracting employees
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Competitive base pay
Career advancement opportunities
Challenging work
Convenient work location
Flexible schedule
•Competitive base pay
•Career progress
opportunities
•Challenging work
•Convenient work location
•Flexible schedule
• Organization’s reputation as a
great place to work
• Satisfaction with the
organization’s people decisions
• Good relations with supervisor
• Understanding potential career
track within organization
• Ability to balance
work/personal life
• Senior management sincerely
interested in employee well-being
• Ability to improve skills and
capabilities
• Organization’s reputation for
social responsibility
• Employee input into decision
making
• Organization’s ability to quickly
resolve customer concerns
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HR and Beyond
HR and Beyond
Them is us
Finish strong with a call to action
Villains and victims
Be happy
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Stop looking for the secret
Better systems
No time to talk
Don’t you trust me?
Avoiding immediacy with social media.
We need disengagement
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Vampires and stakes
Catch a WIFM (what’s in it for me?)
Joined at the hip
This is business.
Drop that carrot
We all make mistakes.