employee engagement

© 2011 Infotech Enterprises. All Rights Reserved

We deliver Global Engineering Solutions. Efficiently.September 6, 2011

Employee Engagement : Optimizing Performance & Driving CommitmentNHRD – 5th August 2011

© 2011 Infotech Enterprises

“Whether you are a CEO or a supervisor, the

place to start is yourself. Engagement is

contagious. If you are engaged in what you

are doing, people pick up your excitement

and will want to join you”.

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© 2011 Infotech Enterprises 3

What according to you in Engagement?


What is Engagement

Employee Engagement is a measureable degree of an employee's positive or negative emotionalattachment to their job, colleagues and organization which profoundly influences their

willingness to learn & perform at work.

Source Scarlett Surveys

An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her workand thus will act in a way that furthers their organization's interests

Engagement is seen as a positive attitude to the job and it is distinguished from both jobsatisfaction and commitment. It is more temporary and volatile than commitment, which is amore stable perception.

© Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39

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Employee Engagement is the means or strategy by which an organization seeks to build a

partnership between the organization and its employees, such that:

- Employees fully understands and is committed to achieve the organization's objectives, and

- The organization respects the personal aspirations and ambitions of its employees.

A definition of a fully engaged employee

- Is intellectually and emotionally bound with the organization

- Gives 100 percent

- Feels passionately about its goals and

- Is committed to live by its values.

The employee goes beyond the basic job responsibility to delight the customers and drive the

business forward

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What is Engagement

Source : OPC (UK) Ltd.


How Do Experts Look At Engagement?

Towers Perrin: ‘Extent to which employees put discretionary

effort into their work’

Gallup: ‘Involvement with & enthusiasm for work’

Hewitt: ‘Intellectually & emotional commitment to the

organization’

Sibson: Knowing what to do at work and wanting to do at

work

Hay Group: ‘stimulating employees’ enthusiasm for their work

and directing it toward organizational success’

http://rookery2.viary.com/storagev12/909000/909450_a972_625x625.jpg


“Work and the worker do not have to be in

the same location”

Example: Tele – Medicine & Surgery

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Hewitt Model Of Engagement

Behavior:

engaged employees have an intense desire to be a member of the organization

EOS Questions:

• It would take a lot to get me to leave this organization

• I rarely think about leaving this organization to work somewhere else

STRIVE

Behavior:

engaged employees exert extra effort and engage in behaviors that contribute to business success

EOS Questions:

• This organization inspires me to do my best work every day

• This organization motivates me to contribute more than is normally required to complete my work

STAY

Behavior:

engaged employees consistently speak positively about the organization to co–workers, potential employees and customers

EOS Questions:

• Given the opportunity, I tell others great things about working here

• I would not hesitate to recommend this organization to a friend seeking employment

SAY

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Global Engagement Trends

Source : Aon Hewitt

In Aon Hewitt’s global engagement research from 2008 to 2010 includes 6.7 million employees and represents more than 2,900 organizations.The overall global average employee engagement score is 56% in 2010, down from 60% in 2009. The 4 percentage-point change is due to regional score changes in Asia-Pacific, Europe, and North AmericaTop 3 engagement drivers are career opportunities, brand alignment, and recognition


Percent of Organization with an Increase or Decrease in Engagement

The connection between employees and organizations has been strained. The change can be attributed to the economic climate; however, there are organizations that continue to improve engagement and create success during these challenging times.

Source : Aon Hewitt


What Engagement Drivers Motivate Employees

Source : Aon Hewitt


Only 36% of the workforce in India is engaged

Source: Towers Watson Global Workforce Survey, 2008

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Employee Engagement holds a very important position, few key benefits include:

Better Performance - Engaged employees work smarter, not harder. They keep looking for

ways to improve performance at their workplace. This means more sales, lower costs, better

quality and innovative products.

Better Communication - Engaged employees communicate – they share information with

colleagues, they pass on ideas, suggest and advice and they speak up for the organization.

This leads to better performance, greater innovation and happier customers.

Greater Customer Satisfaction – Engaged employees go out of their way to meet customers’

needs. Customers aren’t slow to notice and this leads to higher levels of repeat business, at a

good cost.

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Why Engagement


Better Team Working - Employee engagement is about increasing the employees connection

with the principles, strategies, processes, culture and purpose of the organization. It is a

matter of commitment and encouragement. It is a matter of focusing on business results, and

the employees having a clear sense of responsibility for delivering on the business agenda.

Greater Commitment - Engaged employees care about the future of the organization they

work for, they feel proud to work for their company and they get on better each day with

their colleagues.

Lower Employee Turnover and Greater Ability to Recruit Great People – Higher engagement

leads to low attrition, they actively seek out new people who they believe can help the

company get even better.

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Why Engagement


Gallup Study : Importance of Employee Engagement on Organization Economics

What the best organizations dodifferently?

1. Strategy

2. Accountability & Performance

3. Communication

4. Development

Source : Gallup Inc. Employee Engagement Overview


Strategy - World-class organizations develop a formula for success by looking objectively and

rigorously at the business problems they face and by focusing on finding the right employees

and keeping them engaged. For these organizations, an employee engagement strategy is not

only fundamental to the way they do business, it is critical to their success.

Accountability & Performance - The top-driven companies focus on outcomes. They define

and rigorously measure success at every level in the organization. These measurements

ultimately help focus each person, team, department, and business unit on driving

performance and results.

Communication - Within the best performing organizations there is a cultural alignment

between the employees and the company, paired with a strategic alignment between

activities and company goals. These organizations use their corporate communication touch

points to reinforce their commitments to employees and customers.

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Development - As the struggle for talent intensifies, organizations face a continual challenge

to build and grow their leadership capacity. The world’s top-performing companies have

comprehensive leader and manager development programs, but they also go one step

further — these programs are performance-driven and incorporate a comprehensive

succession plan throughout the organization. They make it a priority to not only identify

leadership potential, but also to focus intently on the creation of developmental paths for

current and future managers and leaders.

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Engagement

People

• Senior Leadership

• Manager

• Coworkers

• Customers

Total Rewards

• Pay

• Benefits

• Recognition

Company Practices

• Policies & People Practices

• Performance Assessment

• Company Reputation

• Work

• Resources

• Processes

Work

Opportunities• Career Opportunities

• Learning & Development

Quality of Life

• Work Life Balance

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Hewitt: Engagement Framework : Six Categories to Drive Engagement


Aon Hewitt : Engagement Model

The Engagement Model goes beyond measuring people’s satisfaction with each of these drivers. Themodel prioritizes the areas for improvement based on their potential impact on engagement and,therefore, business performance. Another key premise of the Engagement Model is that theEngagement Drivers are interrelated; they do not operate in isolation.

Source : Aon Hewitt


Sibsons Engagement Framework

Source : Sibson


Employee engagement approaches for new employees

· The right person at the right position and giving them a realistic job preview

· A strong induction and orientation program

· Rigorous training and development, from technical to soft skills to leadership development

program

· Regular technical/soft-skill updates.

· Certification programs to drive people towards excellent performance

Employee engagement approaches for all employees

· Communications activities

· Reward schemes

· Activities to build the culture of the organization

· Team building activities

· Leadership development activities

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Methods of engaging employees – from entry to exit


Communications activities

· Communication forums to provide regular feedback to all people, including team meetings &

conferences.

· In-house magazines

· On-line communications, including discussion boards and blogs by company personnel

including senior management

· Monthly updates on corporate goals and directions

· Regular employee opinion and satisfaction surveys

· Active soliciting of employee feedback, including opinions

Reward schemes

· Compensation and benefit programs

· Stock ownership and profit sharing

· Recognition programs

· Idea collection schemes linked to rewards for idea generation

· Long service and good performance awards

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Activities to develop the culture of the organization

· Clear and humane HR policies

· Pro-social corporate objectives and Corporate Social Responsibility

· Equal opportunities policies and practices

· Initiatives to maintain the quality of work life and a balance between personal/professional

lives

· Developing a safe, clean and inspiring work environment

· Demonstrating a commitment to employees’ well being

Team building activities

· Team recreational activities, such as bowling, skating, trips to the cinema (or the pub!)

· Social activities, such as family gatherings and barbeques

· Community outreach activities such as volunteering and fund-raising.

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Leadership development activities

· Effective Leadership

· Effective Performance Management

· Fair evaluation of performance

· Empowerment through effective delegation

· Coaching and mentoring activities to give honest feedback by supervisors and peers

· An open and transparent culture to empower people and develop entrepreneurs

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Managers Role in Driving Engagement


Brawley believes, “ To ensure long – term success, Managers need to learn, to Coach and

Develop their staff.”

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Managers Role in Driving Engagement

Sean Brawley’s employee performance equation


Recruit & Select the Right Talent for Right Position:

Managers should look into :

1. Candidates relevant work history, should brainstorm to gauge the facts.

2. Candidates relevant experience should match with the current level of position.

3. Should review the past achievement levels and match it with current requirement.

4. Should gauge the candidates willingness & flexibility to merge with the culture.

5. Pick ‘Oh Yes’ attitude candidates during hiring as the new hires today will become team members

for next new hires.

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How Managers can Drive Engagement?


Coaching:

Coaching is a communication process that develops awareness, personal accountability and trust. It

facilitates individuals’ and teams’ learning and performance and creates meaningful experiences in

the workplace.

Two primary skills of the ‘Coaching’ process:

1. Listening: The coach listens attentively and openly to employees’ concerns and feedback.

2. Questioning: Rather than giving advice or telling employees what to do, the coach asks a range of

questions that get at the core of the issue. Through the questioning process, employees identify

their own conclusions and develop solutions based on the answers they give.

3. If you have Super Starts in ‘Oh No’ category, council them for better results.

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Communicating Clear Objectives:

When Managers get his list of annual objectives, he can follow two approaches:

1. Devise his own plan and distribute tasks accordingly.

2. Managers can communicate the years objectives to his team, ask for their suggestions and

feedbacks and then work with them to formulate a strategy and delegate responsibility.

• In the first approach, managers “tell” employees what to do. In the second approach, managers

“coach” employees to develop optimal solutions and are almost surprised at the results.

• When employees are more involved in the goal setting process and have a say in how they will

contribute, they typically exhibit greater creativity and are willing to be more accountable for

achieving their goals.

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Team Developing Initiatives:

With the work reviews, Managers should identify the strengths and weaknesses of their team

members and initiate development activities like:

1. Recommend for Project specific trainings

2. Guidance for technical certifications which adds to individual and project success.

3. Nominate for Soft Skill Training Programs

4. Motivate to participate in Employee engagement initiatives and knowledge initiatives like :

Cynosure, Eloquent Infotechie

5. Fare distribution of work load and ensuring work – life balance

6. Supports and encourages team members to share their point of opinion

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‘Pygmalion Effect’ :

"The way managers treat their subordinates is subtly influenced by what they expect of them,"

- Livingston

1. Managers behavior modulates their team performance – what you believe about your people is

what they will turn out to be.

2. The Pygmalion effect enables staff to excel in response to the manager’s message that they are

capable of success and expected to succeed.

3. Can you imagine how performance will improve if your supervisors communicate positive

thoughts about people to people? If the supervisor actually believes that every employee has the

ability to make a positive contribution at work, the telegraphing of that message, either

consciously or unconsciously, will positively affect employee performance.

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Know your employees

The More you Care, the More will They

Meaningful Work – The Work Itself Motivates

Develop Commitment

Manage Expectancies – “The Expectancy Manager”

Challenging but achievable Goals

Build Willpower

Transparency – Transparency in any work holds a very important position. Associates are

very keen and hold a right to know whatever is happening in the organization and what their

efforts means to the authority. This means the top management has to be on toes and share

all the information with their team members and subordinates.

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Role of Top Management


Role Model – The top management plays a very important role as being the idol for the

associates. They need to walk on the path before telling others to follow.

High Performers Club - An internal pool of extraordinary talent who can occupy leadership

positions across the globe helping meet our future growth requirements. For this we provide

them learning and career advancement opportunities through Structured Conceptual Inputs,

Cross-functional Assignments, Knowledge-sharing Sessions, Cross-functional Exposure and Job

enrichment.

Fast Track Program - Fast Track Program is designed to retain the high potential associates from

Tier-I institutes like IIT’s, IIM’s, ISB etc. who are the key contributors towards influencing,

motivating, and attaining new business lines & growths, achieving the desired effectiveness and

success of the organization.

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Role of Top Management


Start CEO scheduled online chat sessions

Senior leader blog/or company blog

Leaders Create a Facebook fan page for your employer brand

Twitter and Facebook for recruiting

Use Wikis

Use Foursquare or any location based social media

YouTube Channel

Collaborate in the cloud

Social intranet

Virtual worlds

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Employee Engagement using Social Media


Measuring Engagement : Hewitt Methodology

Strongly

Disagree

(1)

Disagree

(2)

Slightly

Disagree

(3)

Slightly

Agree

(4)

Agree

(5)

Strongly

Agree

(6)

1. It would take a lot to get me to

leave this company.

2. I would not hesitate to recommend

this company to a friend seeking

employment

3. This company inspires me to do my

best work every day

4. I rarely think about leaving this

company to work somewhere else

5. Given the opportunity, I tell others

great things about working here

6. This company motivates me to

contribute more than what is normally

required to complete my work


My Manager Engagement Index is an anonymous questionnaire conducted wherein the

subordinates give feedback to their Managers on various aspects related to the way they

were managed. The genesis of this study was the realization that the main motivators for

engagement is the relationship between the manager and his team member.

The survey is expected to be filled up by all employees and “Coaching for Engagement”

sessions to organize for Managers to gave the people manager tips on how coaching skills

could be used in day to day interactions to enhance engagement levels.

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MyManager Connect Survey

Tools to Measure Engagement Index


The Gallup Q12 is a survey designed to measure employee engagement. The instrument was the

result of hundreds of focus groups and interviews. Researchers found that there were 12 key

expectations, that when satisfied, form the foundation of strong feelings of engagement.

Comparisons of engagement scores reveal that those with high Q12 scores Exhibit lower turnover,

higher sales growth, better productivity, better customer loyalty and other manifestations of

superior performance.

The engagement index slots people into one of three categories:

Engaged employees work with passion and feel a profound connection to their company. They

drive innovation and move the organization forward.

Not-Engaged employees are essentially “checked out.” They are sleepwalking through their

workday. They are putting in time, but not enough energy or passion into their work.

Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their

unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.

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Gallup Study – Q12


1. Do you know what is expected of you at work?

2. Do you have the materials and equipment you need to do your work right?

3. At work, do you have the opportunity to do what you do best every day?

4. In the last seven days, have you received recognition or praise for doing good work?

5. Does your supervisor, or someone at work, seem to care about you as a person?

6. Is there someone at work who encourages your development?

7. At work, do your opinions seem to count?

8. Does the mission/purpose of your company make you feel your job is important?

9. Are your associates (fellow employees) committed to doing quality work?

10. Do you have a best friend at work?

11. In the last six months, has someone at work talked to you about your progress?

12. In the last year, have you had opportunities at work to learn and grow?

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The Gallup – Q12


We at Infotech engage our associates right from the day he or she becomes a part of our

family till the time we bid adieu to them for a better future. We constantly schedule and

implement different ‘innovative’ engagement initiatives by which we try to delight our

associates and retain them for a long journey with ourselves. We make sure that the

associate participation for all our initiatives is cent percent because each associate holds an

important position for us and it is our responsibility to engage them. In all our initiatives we

keep our Vision statement in mind, which states, “Delivering Innovative solutions together

for a better future”. It is very essential to be innovative in all our practices and promote team

work.

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Methods of Engaging associates at Infotech


Thank you

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