Post on 14-Jul-2015
Is there a problem with Employee Engagement?
According to research by Gallup, each disengaged employee costs at least £1,500 per year. Based on research showing that 70% employees are disengaged, that amounts to just over £100,000 lost for every 100 employees on the payroll…
We think something should be done about that!
NB: Employee Engagement is NOT created by…B
ig S
alar
ies High
Satisfaction
Great Statistics
Away-days
NB: Employee Engagement is NOT created by…B
ig S
alar
ies High
Satisfaction
Great Statistics
Away-days
The employee perspective:
An individual’s emotional
connection with their employer
and its purpose, that releases
increased levels of performance
and fulfilment.
The organisation perspective:
The alignment of people
with the organisation’s vision,
values and priorities, for
improved performance.
Employee Engagement – two perspectives
The employee perspective:
An individual’s emotional
connection with their employer
and its purpose, that releases
increased levels of performance
and fulfilment.
The organisation perspective:
The alignment of people
with the organisation’s vision,
values and priorities, for
improved performance.
Employee Engagement – two perspectives
Which comes first…?
Do high levels of Employee Engagement improve performance?
does high performance create higher levels of engagement?
or…
The first million dollar question…
How do you knock down/remove/break through/eliminate those barriers?
Three vital roles in breaking through…
The employer’s role:
Responsibility for creating
an environment and
climate that fosters
employee engagement
rests with the employer.
The employee’s role:
Engagement isn’t
something
you can do to people;
responsibility for choosing
to be engaged rests with
the employee.
Successful break-through depends on employers,
leaders and employees all playing their part
The leader’s role:
Responsibility both for
communicating and
modelling the vision,
values and priorities of the
organisation rests with the
leader.
The employer’s part…
Organisation
Shared purpose…
Clearly expressed values…
Clear expectations of performance…
Opportunities for career and professional development…
Fair salary…
Work/life balance…
Appropriate resources…
Effective onboarding procedures…
and … Engaging leaders…
Providing, for example:
The employees’ part…
Employees
Appropriate work/life balance…
Paying attention to:
Developing own capabilities …
Maintaining motivation and interest…
Attitude to organisation and colleagues…
Willingness to ‘go the extra mile’…
and… Aligning ones own goals with the organisation's priorities…
The extraMILETM model demonstrates…
… the 8 factors that create employee engagement
… the 2 key perspectives:organisation and employees
… and the critical determinant of success: ALIGNMENT between employees and the organisation
The extraMILETM model unpacked
LeadershipThe vision, values and priorities
that drive action
A clear organisational vision is
essential if people are going give of their best and achieve
what the organisation strives for. The organisation’s shared values
(when aligned with those of the individual employees) enable everyone to
work together to deliver results according to the priorities the organisation has set.
This, in turn, enables everyone to deliver the results expected.
InfrastructureThe systems, structures and resources that enable action
These are the foundations on which a successful organisation is built. Effective systems and processes provide consistency and enable quality standards to be maintained. They must be fit for purpose so that every employee is enabled to deliver the results expected of them. Resources range from people through to plant and products essential to running the organisation.
The extraMILETM model unpacked
The extraMILETM model unpacked
MotivesThe personal values and beliefs
that drive action
Your values are part of your inner make up, rooted deeply in who you are. They can
help you take action in situations that are new to you. Beliefs develop through
(and can be significantly influenced by) your environment and personal
history, as well as your values, so they can help you take action
based on previous experience.
The extraMILETM model unpacked
EfficacyThe strengths, skills and
competencies that enable action
Efficacy is more than “being effective”. It arises from the combination of factors that enable you to perform. Strengths are your natural, inbuilt abilities; building on those, your skills and competencies are learned and develop over time, as you gain appropriate experience and take regular, structured developmentopportunities.
The extraMILETM model “cross-over points”
Brand“What makes you, you.”
Your personal brand combines your efficacy and your motives, bringing together what you’re good at and what you love to do. A strong, positive personal brand is a critical factor in your success; it is what marks you out as being different and it describes your uniqueness.
Bran
d
The extraMILETM model “cross-over points”
Organisational Culture “What makes us, us.”
Culture is a critical factor in how effectively individual and organisational values and priorities are aligned. Every organisation has a culture; it is vital that action is taken to ensure that the culture is 'fit for purpose.’ The culture grows as the vision, values and priorities are lived out day-to-day in the environment created through the organisation’s infrastructure, systems and processes.
Cu
ltu
re
The extraMILETM model “cross-over points”
Alignment“The relationship between individual and organisation.”
Alignment describes where the organisational leadership (vision, values and priorities), and what really matters to individuals, come together. Successful organisations understand the importance of aligning individuals and organisations; good alignment between both leads to increased employee engagement, and arises from it too.
Alignment
The extraMILETM model “cross-over points”
Performance“Delivery against expectations.”
Ultimately, every organisation exists to achieve some over-arching purpose. Whether it is measured in terms of finance, profit, service delivered or altruistic objectives met, every organisation that wants to survive and grow has to deliver results. To do so, it must have a clear focus on its performance objectives and measures, and on every employee playing their part.
Performance
The extraMILETM journey
The Emenex Employee Engagement Cycle can take you on a step-by-step journey to creating and sustaining high levels of employee
engagement within your organisation.
The extraMILETM journey
Prepare to Engage
Where the vision, values and priorities of the organisation
are not articulated clearly, the end becomes more important than the means. Processes and structures that are not
aligned with the vision, priorities, values and expectations of the organisation create barriers to performance. The Organisational Readiness Assessment identifies gaps
in the articulation and alignment of the vision, values, organisational priorities and goals with its systems, structures and resources.
The extraMILETM journey
Take the Pulse
The starting point for the engagement journey begins with
understanding the current situation - how employees feel about the support they receive from the organisation and how
this, in turn, supports the expectations placed upon them.The extraMILE™ Employee Engagement assessment tool provides a visual summary of the levelsof engagement across all eight factors defined within the extraMILE™ model, providing a starting
point from which higher levels of engagement can be built.
The extraMILETM journey
Build Strategic Intent
The foundation stones of employee engagement are the vision, values
and priorities of the organisation. The responsibility for establishing these foundations lies firmly with the senior leadership team.
Engaging the senior leadership team in clarifying and communicating the organisation’s vision, values and priorities is an important step that is often overlooked.
The extraMILETM journey
Create Organisational
Alignment
Systems, structures and resources, built around the
vision and values, enable high levels of organisational engagement and performance. Building
clear role-profiles, based around the expected skills, competencies and values for each role, sets out expectations that each employee can understand and
follow. Performance assessment and career development processes, aligned to a clear set of standards and expectations, provide a clear line of sight for each employee to the vision and priorities of the
organisation. Employees can then be empowered to manage their own performance and development.
The extraMILETM journey
Involve and Align Employees
Empowering employees to take charge of their development
and aligning this to the needs and expectations of the organisation is central to establishing high levels of
Employee Engagement. The extraMILE™ Foundation Workshop enables employees to align their personal brand with the culture of the organisation, and create a
high quality Personal Development Plan. Each employee learns to lead a development discussion withtheir line-manager; this is the bedrock of the development and performance journey.
The extraMILETM journey
Embed the Culture
Managers are developedto become supportive rather than
directive. Coaching, communication and team leadership skills become increasingly important as the
organisation begins to perform at these higher levels. Collating thedevelopment needs of individuals establishes an organisation-level development plan,
focused on aligning the personal, professional and technical needs of each employee with the priorities and expectations of the business. This strategic level development plan becomes a focal point for the
organisation, stretching individuals to higher levels of performance and motivation.
The extraMILETM journey
Review and Renew
This final step elevates the process into a
continuous cycle of improvement, maintaining employee involvement and demonstrating that the
organisation values individual contributions. Through on-going bench-marking and individual coaching , the organisation can better understand ongoing levels of
engagement. As communication, trust and commitment grow, issues are spotted sooner and action taken earlier. This further strengthens the bond between employees and the organisation and
embeds the cycle of performance and engagement for the long term.
Ask someone who knows!
Overall employee engagement levels have increased by over 7.5% during the past 12 months. More than that, Twogether has become an even more energised and exciting place in which to work. The extraMILETM programme has unleashed the potential of our workforce by empowering them to take responsibility for their own development and is also helping us identify future leaders for the organisation.
We chose Emenex because they listened to our aspirations for our workplace and were willing to tailor
their extraMILETM Programme to meet our needs. We were impressed by the robustness and completeness of the whole extraMILETM programme and have been delighted with the impact the programme has had on our business and people.
Kirsty GilchristManaging Director, Twogether Creative Limited:
Are you ready to engage…?
T: +44 (0)8450 523 593
E: info@emenex.co.uk
D: Download the full white paper on which this presentation is based here.
D: Download the case study from Twogether Creative here.
W: www.emenex.co.uk