Engagement May 2013

Improving levels of employee engagement

by Toronto Training and HR

May 2013

CONTENTS 3-4 Introduction5-6 Definitions7-8 Sustainable engagement9-12 Elements of engagement13-15 Drivers of engagement16-18 Common drivers in Australia and New

Zealand17-18 Leadership and justice at work19-21 Numbers, numbers, numbers…22-23 Types of employee24-25 Job engagement and organization

engagement26-27 Myths about employee engagement28-30 Employee engagement surveys31-32 What do world-class organizations focus on?33-34 Pillars to an organization’s foundation35-36 Show employees you CARE 37-38 How does Canada compare?39-41 Building employee engagement through

managers42-44 Strategies to improve employee engagement45-48 What do engaged employees look like?49-50 Conclusion and questions

Introduction

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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definitions

Definitions

• Employee engagement• Employee effectiveness• Organizational commitment

Sustainable engagement

Sustainable engagement

• Traditional engagement• Enablement• Energy

• Top drivers

Elements of engagement

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

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

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

Drivers of engagement

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

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

Common drivers in Australia and New

Zealand

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

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

Numbers, numbers, numbers…

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

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

Types of employee

Types of employee

High engagement

TENANTS CHAMPIONS

DISCONNECTED

CAPTIVES

Low engagement

Low likelihood of staying

High likelihood of staying

Job engagement and organization engagement

Job engagement and organization engagement

• Commitment• Advocacy• Satisfaction• Pride

Myths about employee engagement

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

Employee engagement surveys

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

Employee engagement surveys2 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

What do world-class organizations focus on?

What do world-class organizations focus on?

• Strategy• Accountability and

performance• Communication• Development

Pillars to an organization’s

foundation

Pillars to an organization’s foundation

• People• Performance• Posterity

Show employees you CARE

Show employees you CARE

• Communication• Accountability• Respect• Ethics

How does Canada compare?

How does Canada compare?

• Global• Asia Pacific• Europe• Latin America• US

Building employee engagement through

managers


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


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

Strategies to improve employee engagement

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

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

What do engaged employees look like?

What do engaged employees look like? 1 of 3

ATTRIBUTES• Advocacy• Commitment• Discretionary effort• Pride• Achievement• Alignment


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


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

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

Engagement May 2013

Business

Transcript of Engagement May 2013