EFFECTIVE EMPLOYEE ENGAGEMENT STRATEGIES

CHARLES COTTER

19 SEPTEMBER 2013SOUTHERN SUN, PIVOT CENTRE, MONTECASINO

Introduction

Key presentation topics

Summary

Questions

PRESENTATION OVERVIEW

Defining the fundamental concepts

Types of engaged employees

Key drivers of employee engagement

Benefits of employee engagement

Measurement of employee engagement

Strategies to develop employee engagement

KEY PRESENTATION TOPICS

EMPLOYEE ENGAGEMENT

Employee Engagement

Employee Satisfaction

DEFINING THE FUNDAMENTAL CONCEPTS

Engagement happens when people are committed to their work and the organization and motivated to achieve high levels of performance

Engaged employees at work are positive, interested in and even excited about their jobs and are prepared to put discretionary effort into their work beyond the minimum to get it done

DEFINING EMPLOYEE ENGAGEMENT

Are employees COMMITTED to the organization?

Are employees proud to work for the organization – company/brand ambassadors? CITIZEN

Do employees put forth extra/discretionary effort to help the organization and their colleagues achieve business objectives? COMRADE

Are employees enthusiastic and passionate about their work/jobs? CREATOR

Are employees CONNECTED (intellectually and emotionally) to their work/jobs – offer value add?

RATE THE DEGREE OF EMPLOYEE ENGAGEMENT

71% of employees are disengaged:

45% are not engaged

26% are actively disengaged

29% of the workforce are engaged

CURRENT DEGREE OF EMPLOYEE ENGAGEMENT

Engaged29%

Not Engaged45%

Ac-tively dis-en-

gaged 26%

Engaged

Not Engaged

Actively Dis-Engaged

TYPES OF ENGAGED EMPLOYEES

Say

Stay

Strive

ENGAGED EMPLOYEE BEHAVIOUR

According to Dale Carnegie research:

Relationship with the immediate supervisor

Senior Leadership’s ability to lead the company and communicate its goals

Organizational Pride - vision of organization and corporate social responsibility

KEY DRIVERS OF EMPLOYEE ENGAGEMENT

Work

People

Opportunities

Total rewards

Company practices

Quality of Work Life

KEY DRIVERS OF EMPLOYEE ENGAGEMENT

Enthusiasm

Inspiration

Empowerment

Confidence

95% of employees who experience any three (3) of the above key emotions, are engaged

EMOTIONAL DRIVERS OF ENGAGEMENT

BENEFITS OF EMPLOYEE ENGAGEMENT

According to Gallup (2013), employers can reap the following benefits of an engaged workforce:

202% better performance$11 billion is lost annually due to employee turnover Direct correlation to 9 key business performance

indicators

BENEFITS OF EMPLOYEE ENGAGEMENT

BENEFITS OF EMPLOYEE ENGAGEMENT

Gallup’s Q12 survey:

#1 Role clarity and expectations

#2 Resources – materials and equipment

#3 Role optimization and opportunities

#4 Receipt of recognition and praise

#5 Managerial care and interest

#6 Encouragement of personal and professional development

MEASUREMENT OF EMPLOYEE ENGAGEMENT

What do I get?

What do I give?

Do I belong?

How can we grow?

FOUR STAGES OF EMPLOYEE ENGAGEMENT

Gallup’s Q12 survey:

#7 Opinions and inputs are valued

#8 Job/task significance

#9 Fellow employee commitment to performance excellence/quality

#10 Collegial and harmonious working relationships

#11 Managerial interest in career progression and development

#12 Ample opportunities to learn and grow

MEASUREMENT OF EMPLOYEE ENGAGEMENT

According to Gallup (2013), three (3) strategies to accelerate employee engagement are:

Select the Right People and Managers

Develop employees’ strengths

Enhance employees’ well-being

STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT

According to Armstrong (2011), the five (5) strategies to enhance employee engagement are:

The work itself

The work environment

Leadership

Opportunities for personal growth

Opportunities to contribute

STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT

According to Hackman & Oldham:

Skills variety

Task identity

Task significance

Autonomy

Feedback

JOB CHARACTERISTICS MODEL

According to Dale Carnegie research:

Senior managers need to define organizational goals and objectives in realistic, clear and attainable manner

Senior managers must articulate the company vision in a clear and compelling way

Leaders should project a positive manner with employees, and be accessible

Leaders should ensure that employees understand how their role contributes to the overall company success

Senior leaders should create a climate of trust and encourage managers to demonstrate that they care about employees (on personal level)

Managers should determine how each employee’s personal motivators align with organizational goals

LEADERSHIP STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT

According to Dale Carnegie research:

Managers should praise publicly, reprimand privately and coach team members who demonstrate disengaged behaviour

Employees should be encouraged to communicate clearly and provide input into the company vision

Direct managers should foster healthy relationships with employees

Senior leadership should continuously demonstrate that employees have an impact on their work environment

Managers should show that employees are valued as true contributors, giving them a sense of empowerment

STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT

According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four areas:

Strategy and Leadership Philosophy

Accountability and Performance

Communication and Knowledge Management

Development and on-going Learning Opportunities

BEST PRACTICE EMPLOYEE ENGAGEMENT

Key points

Questions

Conclusion

SUMMARY

CHARLES COTTER

084 562 9446

charlescot@polka.co.za

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