Employee Engagement

Clausen Consulting 2013

What is Employee Engagement?

Where Employee Engagement Happens

Employee Goals

Bingo! Organizational Goals

Engagement Sweet Spot

Employee Engagement is:

“…the energy and passion employees have for what the organization is trying to achieve.”

-Baumruk and Marusarz, -Hewitt and Associates (2004)

Employee Engagement is:“…a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.” ~ Gibbons, Conference Board (2007)

Engaging the Whole Person

COGNITIVE COMMITMENT

EMOTIONAL ATTACHMENT

BEHAVIORAL OUTCOMES

The Return on Investment (ROI) of Employee Engagement

Engagement Impacts Business

Percent of employees actively seeking new jobs

High performing employees = 47% Middle performing employees = 25% Low performing employees = 18%

Employee Engagement Results

38% higher customer satisfaction 22% higher productivity 27% higher profits

Engaged Employees

Perform 20% better Are 87% less likely to leave the organization

Employee Engagement Categories

Employee Engagement Categories

Fully EngagedPartly EngagedAlong For The RideC.A.V.E. Dwellers

The Fully Engaged . . . Motivated and committed

to the organization Helps others with

workloads Seeks to do better--

individually and as a team Are “high potential” and/or “high achieving”

Perform to a level 120% of expectations

21%

The Partly Engaged . . . Moderate to high levels of motivation

and commitment Solid contributors, can be

counted on Occasionally go beyond

basic job expectations Don’t exhibit high levels of drive or

consistency Perform to a level 100% of

expectations 46%

Along for the Ride . . . Moderate to low levels

of motivation and commitment

Will show up for work and follow direction

Don’t go to great lengths to excel or help others

Perform to a level 75% of expectations 30%

C.A.V.E. Dwellers . . . Low levels of motivation

and commitment Offer minimal effort or

avoid/refuse to give more Can have a negative impact on morale or

efficiencies Difficult to move someone from this

category Perform to a level 55% of expectations 8%

Engagement Drivers Trust and Integrity Nature of the Job Line-of Sight Between Individual & Company

Performance Career Growth Opportunities Pride about the Company Coworkers/Team Members Employee Development Personal Relationship with One’s Manager

Jones & Harter (2012) – employee engagement leads to human benefits for the individual experiencing it.

Benefits include:Infusion of energySelf-significanceMental resilienceFulfillment of the human spirit through work

Benefits of Engagement

Supervisor-Employee Dyad

Great Managers

Engaged Employee

s

Poor Managers

Disengaged

employees

Supervisor-Employee Dyad

Evidence that suggests engagement-turnover link depends in large part on how satisfied employees are with their relationship with their supervisor.

Engagement is significantly affected by interactions with other organizational members, whether on an individual, group, or organizational level.