employee engagement september 2016
TRANSCRIPT
Saving money… by raising levels of EMPLOYEE
ENGAGEMENTLondon HR and Training
September 2016
Introduction
Page 2
Intro - London HR and Training
• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden
• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and
Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers
Page 3
Contents5-6 Definition7-8 Elements of employee engagement9-10 Dimensions of employee engagement11-12 Enablers of employee engagement13-14 Pillars of employee engagement15-16 The trifecta of employee engagement17-19 Employee engagement, progressive states and a framework model20-21 The competing values framework22-23 Employee engagement; are we all the same?24-26 Inclusion, diversity and employee engagement27-28 Connection and employee engagement29-30 Equal pay and employee engagement31-32 Organisational performance and employee engagement 33-35 Going beyond retention with employee engagement36-37 Initiatives to boost the process of building employee engagement38-39 Steps to fire up employees40-41 Fundamentals of an employee engagement strategy42-44 When employee engagement fails…45-46 An examples employee engagement strategy-the state of Vermont47-48 Exercise49-50 To sum up…
Definition
Page 5
Definition• Employee engagement
Page 6
Elements of employee engagement
Elements of employee engagement
• Vigour• Dedication• Absorption
Page 8
Dimensions of employee engagement
Dimensions of employee engagement
• Intellectual engagement• Affective engagement• Social engagement
Page 10
Enablers of employee engagement
Enablers of employee engagement
• Strategic narrative• Engaging managers• Employee voice• Integrity
Page 12
Pillars of employee engagement
Pillars of employee engagement
• Grounded understanding of employee engagement
• Working definition of employee engagement
• Measurement wisdom• Actioning infrastructure• Dynamic employee engagement and
the performance playbook• Competent leadership and
managementPage 14
The trifecta of employee engagement
The trifecta of employee engagement
• Organisation and senior leaders• Managers• Employees
Page 16
Employee engagement, progressive states and
a framework model
Employee engagement, progressive states and a framework model 1 of 2
Page 18
Play downPlay actPlay safePlay make
Employee engagement, progressive states and a framework model 2 of 2
Page 19
Operating culture
The competing values framework
The competing values framework
Page 21
Clan Adhocracy
Hierarchy Market
Employee engagement; are we all the same?
Employee engagement; are we all the same?
• Women and men• Younger and older workers• Managers and non-managers• Flexible contracts and non-
flexible contracts• Public sector and private sector
employeesPage 18
Inclusion, diversity and employee engagement
Inclusion, diversity and employee engagement 1
of 2Covering behaviour• Appearance• Affiliation• Advocacy• Association
Page 25
Inclusion, diversity and employee engagement 2
of 2Steps to take• Create inclusion labs• Embed inclusion and diversity in
leadership pipelines and programmes• Conduct a gap analysis of talent systems
and processes• Develop an inclusion and diversity
scorecard and measure business impact• Install governance and resource the effort
appropriatelyPage 26
Connection and employee engagement
Connection and employee engagement
• Definition of connection• A connection culture• Vision, value and voice• Approaches to help managers
develop connection skills
Page 28
Equal pay and employee engagement
Equal pay and employee engagement
Areas to consider• Starting pay• Women returning after maternity• Performance rating curve• Performance rating aligned to
pay outcomes• Pay increases on promotionPage 30
Organisational performance and
employee engagement
Organisational performance and
employee engagement• Financial performance• Labour productivity
Page 32
Going beyond retention with employee engagement
Going beyond retention with employee
engagement 1 of 2• Ask your employees what matters
• Remember; it is the work• Make development part of the
job, not a perk• Study retention continuously• Build a proactive retention model
to identify potential problems before they occurPage 34
Going beyond retention with employee
engagement 2 of 2• Collaborate with other top leaders
• Challenge the performance management process
• Understand and improve diversity and inclusion
• Focus on your employment brand and talent experience
Page 35
Initiatives to boost the process of building
employee engagement
Initiatives to boost the process of building
employee engagement• Create a programme to embed
values• Recognition drives behaviours• Foster innovation with a new ideas
scheme• Create relevant behavioural-based
incentives integrated with training• Set up a benefits and wellbeing
schemePage 37
Steps to fire up employees
Steps to fire up employees
• Create an employee-focused workplace culture
• Hire and promote based on talents• When the right employees are in the
right roles define performance expectations
• Build a strong personal manager connection through recurring performance feedback
• Host ongoing ‘career conversations’ Page 39
Fundamentals of an employee engagement
strategy
Fundamentals of an employee engagement
strategy• Strong strategic narrative from
the leadership team• Line managers who motivate,
empower and support employees• Employee voice• Organisational integrity
Page 41
When employee engagement fails…
When employee engagement fails…1 of 2• Reasons why it may fail
Fallacies• Money does not motivate• A happy worker is a productive
worker
Page 43
When employee engagement fails…2 of 2Truths• People differ in what they value,
and these differences need to be understood
• Expectations lead to motivation• Satisfaction leads to membership
rather than performance
Page 44
An example employee engagement survey-the
state of Vermont
An example employee engagement strategy-the
state of Vermont • Relationship of job duties to the
mission and goals• Communication and input with the
organisation• Relationships and morale in the
organisation• Relationship with supervisor• Workload, staffing and resources• Compensation and benefitsPage 46
Exercise
Exercise
Page 48
To sum up…
To sum up…• Conclusion• Summary• Videos• Useful links
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