engagement may 2013
DESCRIPTION
Half day open training event for HR professionals and managers on the improving levels of employee engagement held in Toronto.TRANSCRIPT
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Improving levels of employee engagement
by Toronto Training and HR
May 2013
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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
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Introduction
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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
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Definitions
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Definitions
• Employee engagement• Employee effectiveness• Organizational commitment
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Sustainable engagement
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Sustainable engagement
• Traditional engagement• Enablement• Energy
• Top drivers
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Elements of engagement
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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 personPage 10
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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
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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
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Drivers of engagement
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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
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Drivers of engagement 2 of 2• Company practices• Opportunities• People• Quality of life• Total reward• Work
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Common drivers in Australia and New
Zealand
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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
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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
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Numbers, numbers, numbers…
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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
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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
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Types of employee
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Types of employee
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High engagement
TENANTS CHAMPIONS
DISCONNECTED
CAPTIVES
Low engagement
Low likelihood of staying
High likelihood of staying
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Job engagement and organization engagement
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Job engagement and organization engagement
• Commitment• Advocacy• Satisfaction• Pride
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Myths about employee engagement
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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
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Employee engagement surveys
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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
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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
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What do world-class organizations focus on?
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What do world-class organizations focus on?
• Strategy• Accountability and
performance• Communication• Development
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Pillars to an organization’s
foundation
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Pillars to an organization’s foundation
• People• Performance• Posterity
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Show employees you CARE
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Show employees you CARE
• Communication• Accountability• Respect• Ethics
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How does Canada compare?
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How does Canada compare?
• Global• Asia Pacific• Europe• Latin America• US
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Building employee engagement through
managers
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Building employee engagement through
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
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Building employee engagement through
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
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Strategies to improve employee engagement
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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
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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
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What do engaged employees look like?
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What do engaged employees look like? 1 of 3
ATTRIBUTES• Advocacy• Commitment• Discretionary effort• Pride• Achievement• Alignment
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What do engaged employees look like? 2 of 3
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
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What do engaged employees look like? 3 of 3
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
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions