Post on 16-Sep-2014
description
Company
LOGO
Employee EngagementEmployee Engagement
to achieve "better business performance through staff satisfaction
Company
LOGO
Section 1Section 1
What is Employee Engagement
DefinitionDefinition
• Employee engagement is personified by the passion and energy employees have to give of the of their best to the organization to serve the customer.
• It is all about the willingness and ability of employees to give sustained discretionary effort to help their organization succeed.
Three aspectsThree aspects
• Engagement can be summed up by how positively the employee:
• Thinks about the organization
• Feels about the organization
• Is proactive
Thinking
FeelingDoing
Customer serviceCustomer service
• Customer is King, Employee is Queen
• Touch points and moment of truth
• If you look after your staff, they will look after the customers who in turn will look after your business – Stew Leonard
Customer serviceCustomer service
• Customer is King, Employee is Queen
• Touch points and moment of truth
• Pre-purchase experience – ads, wom, website• Purchase experience – product & service• Post-purchase experience – invoicing, loyalty program, service recovery
Customer serviceCustomer service
Indifference Apostle
Cynics 2nd Chance
WHAT
HOW
Good
Product
And
service
Personal Interaction with PeopleBad Good
Work 2.0Work 2.0
Today’s employees looking for such things like
• Work life balance
• Doing a meaningful job
• Making a difference for customers
• Community services
End Product of EngagementEnd Product of Engagement
• Cognitive engagement – focus on work
• Emotional engagement – feel engrossed at work (here and now)
• Physical engagement –willing to go the extra mile
• Advocacy – recommend organization to their relatives and friends
Engagement LevelsEngagement Levels
Yes Men Stars
Victims Cynics
Positive
Attitude
Inaction Action
Negative
Attitude
Engagement LevelsEngagement Levels
Yes MenAvoid taking risks
Keeping a low profile
Reluctant to change
StarsOpen to possibilities
Be optimistic
Adapt to change
VictimsAvoiding confrontation
Avoiding risk
Retreating into safety
CynicsOvertly confidence
In the right
rebelious
Positive
Attitude
Inaction Action
Negative
Attitude
Engagement LevelsEngagement Levels
Yes Men
I would
I could
Stars
I will
I can
Victims
I won’t
I can’t
Cynics
It won’t
It can’t
Positive
Attitude
Inaction Action
Negative
Attitude
EE ModelEE Model
• “WIFI” model (“well-being, information, fairness, involvement”) to establish an employee engagement program
Service-Profit ChainService-Profit Chain
• Internal service quality
• Employee satisfaction
• Employee retention
• External service quality
• Customer satisfaction
• Profit and growth
Internal service qualityInternal service quality
• Right tools for the job
• Adequate resources
• Effective and efficient system
• Appropriate structure
• Appropriate job design
• Relevant core competencies
• Effective internal measures
Employee SatisfactionEmployee Satisfaction• Leaders who focus on customers• Leaders who role model excellent services• Clear direction setting (goal, service vision and
customer promise)• Open communication• Appropriate employee selection and
development• Empowerment• Coaching• Effective team building and management• Reward and recognition
Tangible ResultsTangible Results
• AT&T: 3% increase of employee satisfaction – 1% in customer satisfaction
• Sear: 10% es – 2,5% cs – 1% sales
• The time lag between es and cs is 6-18 months
GallupGallup
• 29% fully engaged
• 49% indifferent
• 22% actively disengage –
high turnover
high absenteeism
political-in-fighting
bad communication
Walt Disney world managementWalt Disney world management
• Philosophy towards employee is
• Make them feel special
• Treat them as individuals
• Respect them
• Make them knowledgeable
Research of EE (ROI)Research of EE (ROI)
• Towers Perrin – 17% in performance and profitability
• Sirota Consulting – Share prices increase of 16% (normal is 6%) in 28 MNC
• 10% in ee – 6% in cs – 2% profitability
• Hay group – 43% productivity
• DDI – high ee – 33% less in leaving their jobsf
QuestionsQuestions
• What do you hope to gain?
• What will your business partners perceive of employee engagement?
• What business issues will ee address for your organization?
• What do you hope to gain personally and professionally?
Company
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Section 2Section 2
The Journey Begin
Gaining Buy inGaining Buy in
• Gain support from management team
• Seek a high level sponsor
• Discuss the benefits of ee and develop a sound business case
• Use hard evidence to defend your case
• Relate potential benefit to your organization
The Starting PointThe Starting Point
• Engagement survey• Ad hoc survey• Recruitment survey• Attrition rates• Absenteeism rates• Quality rating• Number of training days per employees• % of employees with a PDP• % of employee receive coaching and mentoring
Employee Engagement SurveyEmployee Engagement Survey
45 questions
Section 1 – 10 questions (recruitment & training)
Section 2 – 10 questions (supervisor style and colleagues)
Section 3 – 10 questions (happiness)Section 4 – 10 questions (job)Section 5 – 5 questions (Pride)
Key PointsKey Points
• Pilot run the survey, use cross functional team to review questions
• Communicate the survey– why and what
• Involve the line managers in briefing the survey
• Allocate time at work for employees to complete the survey
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Section 3 Section 3
Key Drivers of Engagement
Identify Key DriversIdentify Key Drivers
• Use focus group to discuss about engagement
• For example:
• Challenging work
• Input on decision making
• Career advancement
• Management style
Feeding back resultsFeeding back results
• Communicate the findings• Senior leaders discuss about the solutions• Set specific organization goals• Involve people in each unit in developing
improvement actions• Ldneti9fy quick win• Focus on getting one thing at a time• Cognize the positive and dev aspects of the
survey• Communicate the progress of action plan on a
regular basis
Summarize the FindingsSummarize the Findings
Strengths Weaknesses
Opportunities Threats
Importance and ImpactImportance and Impact
Importance and ImpactImportance and Impact
Givens Engagement Drivers
Margins Hidden Opportunities
10
10
1
Importance
Impact
QuestionsQuestions
• List the key drivers
Specific target population
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Section 4Section 4
Developing an EE Strategy
ProcessProcess
• SWOT• Organization’s vision, mission and values• Outline Organization’s key objectives• Define EE strategy and how this support
organization’s vision, mission and key objectives
• Set specific goals and measurement of success
• Describe the action plan and results
WIFI ModelWIFI Model
• Well Being
• Information
• Fairness
• Involvement
The Impact of WIFIThe Impact of WIFI
• WIFI
• Employee Feelings
• Employee Contribution Improvement
• Organization Performance Increase
Employee Engagement SurveyEmployee Engagement Survey
45 questions
Section 1 – 10 questions (recruitment & training)
Section 2 – 10 questions (supervisor style and colleagues)
Section 3 – 10 questions (happiness)Section 4 – 10 questions (job)Section 5 – 5 questions (Pride)
Transformational ChangesTransformational Changes
• Reading for change• Create a shared vision and common
directions• Demonstrate strong leadership• Creating a sense of urgency• Creating a participative improvement
process• Communicating and involving people• Supporting and recognizing success
Work Breakdown StructureWork Breakdown Structure
• Involvement of end users
• Support of senior management
• Clear statement of requirements
(objectives, outputs, and business objectives)
• Proper planning
Four Stages of PlanningFour Stages of Planning
• Defining the program
• Planning
• Implementing and monitoring
• Evaluate the process
Project ManagementProject Management
• Roles and Responsibilities
• Project scope process (sponsor, project manager and team members)
• RACI Chart (Planning resource)
Task Description, Responsible, Accountable, Consult, Inform
• Working Well as Project Team
QuestionsQuestions
• Which aspects of WIOFI need to be improved
• Develop a work breakdown structure to show the activities
• Whose buy in do you need?
• What key areas of the business need to represented on a program or projects?
Company
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Well BeingWell Being
1st of the Key Driver
Well Being Well Being
• Scope
• How the company is perceived externally and how well employees are treated internally
IndicatorsIndicators• Motivation• Meaning: CSR• Employer Brand – living the brand, organization
values and Behaviours• Work life Balance – stress and workload• Long Hours Culture – Flexi Hours• Employee Welfare• Job Design and Resources• Feeling Valued
•
QuestionsQuestions
• Increase CSR activities
• Strengthen of employer brand
• Organization values
• Alignment of organization bahaviours
• Improvement of work life balance
• Better welfare package
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InformationInformation
2nd Driver
InformationInformation
• Clear sense of direction
• Terminology
Vision – Mission
Goals – Strategy – Results
Values – Behaviours – Results
Figure 6.1 page 119
Developing a Vision of the FutureDeveloping a Vision of the Future
• Developing and communicating vision
• Set strategic goals
• Develop Critical success factors – strategies, Tactics and Action plan
IndicatorsIndicators
• Developing Vision and Strategies
• Keeping people informed
• Internal communications department
• Making information interactive and continuous
• Quarterly Executive Forum and Departmental Communication Session
ManagementManagement
• Com personnel must be
Direct, Engaging, Systematic and Cohensive
• Helping SLT to improve their communication style
• Checklist of vision and strategies p.140
Company
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FairnessFairness
3rd Key Driver
FairnessFairness
• Respecting the individual• Recruitment and selection Assessment center and behaviours interviewing• Induction• Performance Management – reviewing the what and the how• Learning and Development• Career Development and Succession Planning• Talent Management• Reward and recognition
Company
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InvolvementInvolvement
4th Key Driver
Three Levels of InvolvementThree Levels of Involvement
• Direct line manager
• With other teams
• With the organization as a whole
ActivitiesActivities
• The Role of Line Manager
Coaching and Facilitation skills
• Empowerment No Go – Yes Then Go – Go Then let
Know – Go
• Discuss how we can empower them
With Other TeamsWith Other Teams
• Team Bonding – monthly activities
Involvement with Senior ManagerInvolvement with Senior Manager
• Terima Kasih Day
• Star Performance Award
ChecklistChecklist
• P.181
Company
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Agent of ChangeAgent of Change
HR DepartmentHR Department
• Four Key skills:
• Read the political landscape
• Influencing skills
• Coaching skills
• Marketing skills
LeadersLeaders
• Leadership Practices
• Building employee engagement
a. communicating a clear vision of the future
b. Building trust in the organization
c. Involving employees in decision making
d. Walk the talk – company values
e. Being seen to respond to feedback
Leadership DevelopmentLeadership Development
• Business Intelligent (BQ) Business expertise thinking strategically Listening and anticipating customer
demands Developing customer-driver offering and
solutions Planning to meet customer demands Improve services to the customers
Leadership DevLeadership Dev
• EQ
• Understand feelings of self and others
• Listening
• Emphatic
• Sharing feelings
• Appreciating others
Leadership Dev SQLeadership Dev SQ
• Spiritual Intelligent (SQ)
• Their life and purpose
• Their roles and contribution
• Their values to the world
• Personally grow
Leadership DevLeadership Dev
• Political Intelligent (PQ)
• Aware of power base
• Source of power
• Reco0gnizing levels of influence during change
• Developing strategies for influence
• Gaining buy-in from stakeholders
Line ManagerLine Manager
• People join organizations and leave bosses
• The influence of line managers
• Steps for managers to engage employees
• Support and challenge
• Provide Feedback
Environment CreatedEnvironment Created
Cosy Motivating
Apathy Stressful
High
HighLow
Support
Challenges
Environment CreationEnvironment Creation
• 30 questions with calculation p. 205-207
30 questions of support & challenge30 questions of support & challenge
• P 205-207
12 Questions from Gallup12 Questions from Gallup
• 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
recognition or praise for doing good work? • Does your supervisor, or someone at work,
seem to care about you as a person?
12 Questions from Gallup12 Questions from Gallup
• Is there someone at work who encourages your development?
• At work, do your opinions seem to count? • Does the mission/purpose 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 to
you about your progress? • In the last year, have you had opportunities at work to
learn and grow?
Company
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New Leadership CultureNew Leadership Culture
Paradigm Shift
Leadership ChangeLeadership Change• Fear • Results• Weaknesses and find
faults• Scolding• Work • Focus on present job• No recognition
• Company goals
• Freedom• Process• Strengths
• Coaching• Work + Personal Life• Career Development• Appreciation and
recognition• Company goals +
personal aspiration
Leadership ChangeLeadership Change• Freedom• Process• Strengths
• Coaching• Work + Personal Life• Career Development• Appreciation and
recognition• Company goals +
personal aspiration
• Redesign work/Positive Feedback
• Discuss Process/PF • Discover their strengths/ Spend time to teach/TDL• Leisure conversation/DC• Competency Model – PD
Plan• 7 days a year/TQ
notes/informal • Discover their dreams
QuestionsQuestions
• Assess your skills level in political, influencing, coaching and marketing
• How do you engage senior manager for employee engagement
• Walk the talk
• Align their behaviors to encourage employee engagement
Company
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Sustaining Sustaining
SuggestionsSuggestions
• Continue measuring and benchmarking
• Embedding employee engagement
- learning and growth
- internal business processes
- customer satisfaction
- financial performance