human capital_employee engagement

8/10/2019 Human Capital_employee Engagement

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Employee Engagement What it is all about ?

INTRODUCTION

A professor in a recent executive education program on leadership elicited a lot of laughs by

telling the following joke: A CEO was asked how many people work in his company: About

half of them!" he responded#$ After the session! several participants put a more serious face on

the problem when! while chatting! they bemoaned the fact that! in their organi%ation! a significant

number of people had mentally checked out#$

&uite clearly! CEOs and managers should be very concerned about a waste of time! effort and

resources in their organi%ations# 'he reason is simple: (f people are not engaged! how can these

same leaders attain those business objectives that are critical to improving organi%ational

performance)

E*+,O-EE E./A/E*E.' E0+,A(.E1

2Pleasure in the job puts perfection in the work2Aristotle

'his 3uote sums up in 4 words why leaders should be concerned with the 2happiness2 of their

employees at work# (f people feel valued! if they feel listened to! if they feel their work is

meaningful###then this will be reflected in their work#

This is what employee engagement is about.

Kahn 564478! who can be credited with conceptuali%ing as well as theoretically deriving the

dimensions of employee engagement in organi%ational studies! held that an employee can be

physically! emotionally or cognitively engaged# Kahnconceptuali%ed engagement as the

harnessing of organi%ational members" selves to their work roles"#

(n a study entitledDriving Employee Performance and Retention Through Engagement! the

Copoate !ea"eship Coun#il5977! p# xii8 defines engagement 2as the extent to which

employees commit;both rationally and emotionally;to something or someone in their

organi%ation! how hard they work! and how long they stay as a result of that commitment#2


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@AC'O= ,EA1(./ 'O E./A/E*E.'

tudies have shown that there are some critical factors which lead to Employee engagement!

5a%irani! 977D8 as shown in the diagram below:

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(E" 5(.'(''E O@ E*+,O-*E.' '1(E8 1(A/.O'(C 'OO,

'he diagnostic tool

ource: (E urvey! 977F

'he diagnostic tool can be used to derive organi%ation?specific drivers from attitude survey data#

(E"s findings suggest that many of the drivers of engagement will be common to all

organi%ations! regardless of sectorG however! some variability is likely! and the relative strength

of each driver is also likely to be contingent upon the organi%ation being studied#

*EA=E*E.' O@ E./A/E*E.'

'o measure employee engagement! companies need to ask for employee opinions and feedback

in multiple ways# tandardi%ed engagement metrics can be derived from employee opinion

surveys# 'hese can be used in conjunction with formal and informal meetings! employee focus

groups! and managerHsupervisor interviews! along with performance measures to continually

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assess progress toward employee engagement# (t is however important to keep in mind that

feedback taken and ignored is far worse than not taking it at all#

According to the /allup the Consulting organi%ation there are F different types of people:?

Engage"??2Engaged2 employees are builders# 'hey want to know the desired expectations for

their role so they can meet and exceed them# 'hey>re naturally curious about their company and

their place in it# 'hey perform at consistently high levels# 'hey want to use their talents and

strengths at work every day# 'hey work with passion and they drive innovation and move their

organi%ation forward#

Not Engage"???.ot?engaged$ employees tend to concentrate on tasks rather than the goals and

outcomes they are expected to accomplish# 'hey want to be told what to do just so they can do it

and say they have finished# 'hey focus on accomplishing tasks vs# achieving an outcome#

Employees who are not?engaged tend to feel their contributions are being overlooked! and their

potential is not being tapped# 'hey often feel this way because they don>t have productive

relationships with their managers or with their coworkers#

(#ti&ely Disengage"??'he 2actively disengaged2 employees are the 2cave dwellers#2 'hey>re

2Consistently against irtually Everything#2 'hey>re not just unhappy at workG they>re busy

acting out their unhappiness #'hey sow seeds of negativity at every opportunity# Every day!

actively disengaged workers undermine what their engaged coworkers accomplish# As workers

increasingly rely on each other to generate products and services! the problems and tensions that

are fostered by actively disengaged workers can cause great damage to an organi%ation>s

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O=CE: '


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E)*!O+EE EN,(,E)ENT *R(CTICE-

Engaged employees are not just committed. They are not just passionate or proud. They have

a line-of-sight of their future and on the organizations mission and goals. They are enthused

and in gear, using their talents and discretionary effort to make a difference in their

employers quest for sustainable business success.

'hese are the key findings of the 2! "tate of Employee Engagement research conducting by

Blessing Jhite! through interviews with


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)(RRIOTT INTERN(TION(!2 INC.

Company ;a#4goun"

*arriott (nternational (nc#! is a leading lodging company with nearly 9!477 lodging properties in

the nited tates and NI countries around the world# (ts heritage can be traced to a root beer

stand opened in Jashington! 1C in 649D#

As a leader in the competitive hospitality industry! *arriott understands the importance of

employee health and productivity# *arriott believes its associates are its greatest assetG and as a

leader in the service industry! *arriott knows that its success rests upon engaging those

associates# *arriott"s robust health benefits package seeks to engage associates by meeting the

needs of their families# ill Berger! ice +resident of *arriott"s


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'o educate beneficiaries on the importance of preventive care! *arriott designed a preventive

health education and communication campaign: Pnow -our .umbers#$ 'he program! launched

in 977D! encourages all beneficiaries to visit a primary care provider and be assessed for four key

health indicators: glucose level! blood pressure! lipids profile! and body mass index 5B*(8#

'hese four numbers give a snapshot of a person"s health status and can predict hisHher risk of

diabetes! cardiovascular disease! and obesity# *arriott developed the Pnow -our .umbers

program in order to encourage beneficiaries to take charge of their health! know their health

risks! and address chronic conditions as early as possible#

'he program has three objectives:

6# Educate beneficiaries on the importance of health assessmentG

9# *otivate beneficiaries to visit a provider for preventive careG and

F# Encourage beneficiaries to form a relationship with a primary care provider#

'he program was championed by the benefits department at *arriott"s corporate head3uarters in

Jashington! 1C# Beneficiaries were mailed an informational postcard and brochure! and

*arriott"s newsletter also included stories on the program#

'o ensure that program materials were consumer?friendly! *arriott followed its health literacy

guidelines:

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each year they review the ## +reventive ervices 'ask @orce 5+'@8 recommendations and

American *edical Association 5A*A8 guidelines on clinical preventive services and set their

reimbursement algorithms accordingly#

Results

Because the program is so new! reliable outcome data is not yet available# (n a few years!

*arriott expects its claims data will show that the program led to an:

Q (ncrease in preventive care 5office visits! procedures! and medicationsHimmuni%ations8G

Q 1ecrease in E= visitsG and an

Q (ncrease in the number of associates who select a primary care provider and see that provider at

least once per year# Employee feedback has been positive# Associates like the way *arriott has

communicated the programG they feel it is easy to understand! straightforward! and actionable#

'hey particularly like the case?study approach that features the stories of real people who went to

the doctor! identified a risk or problem! and prevented serious illness through relatively simple

lifestyle changes#

Unanti#ipate" Challenges

As could be expected with any complex benefit change! *arriott encountered challenges in

administration and implementation# ill Berger notes! Administering the program has been a bit

challenging# @or years! co pays went up and up and now they are going away# (t"s a culture

change! not just for us and for our associates! but for the health plans and providers as well#$

*arriott instructs its beneficiaries on what to say and do when a provider balks at the R7?copay

for preventive services# Aetna! one of the first *arriott?sponsored plans to promote the Pnow

-our .umbers program! redesigned their standard beneficiary identification card# +reventive

service office visit co pay: R7$ is clearly marked on the front of the card# *arriott hopes that as

more employers adopt %ero cost?sharing policies for preventive care! health plans and providers

can resolve the administrative hurdles#

CostE%%e#ti&eness

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*arriott considered cost?savings and cost?offsets in its decision to launch the Pnow -our

.umbers program and the %ero cost?sharing policy! and expects to see a positive return on

investment in just a few years time#

Ne$t on the =oi'on

'he Pnow -our .umbers program is just one of many innovative benefit programs at *arriott#

Q (n .ovember! 977N! *arriott released a comprehensive! free smoking cessation program for

associates and dependents#

Q (n 977D! *arriott introduced a personal health record 5+


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9# Contract with health plans that are willing to support your healthcare strategies#

F# 1evelop a business case for investing in prevention and health promotion# se your own data

and look to the literature to estimate cost?savings#

# 1on"t forget about administration# ometimes the most difficult challenges are administrativeG

be sure to coach your plans to advise and educate providers and facilities on benefit changes#

T=E -ITU(TION IN INDI(

(ndia has a lot to cheerS 'he recent JorkAsiaresearch study5977N?977D8 by Jatson Jyatt

Jorldwide indicates that (ndia has the highest percentage of highly engaged workers at DIM in

Asia as compared to apan! which has the lowest employee engagement level at F4M#


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development! work environment! leadership! performance management! workHlife balance!

communication! compensation! benefits! and engagement#

Employee engagement is no more just about the employee"s intent to leave# 'he employee"s

commitment to the organi%ation and motivation to contribute to the organi%ation"s success plays

a significant role# 'he top three drivers in (ndia are trust in senior management! how the

organi%ation is perceived for customer service and fair pay# urprisingly! from an (ndian context!

the least valued factors in the continuum were benefits! compensation and performance

management#

(n (ndia! having a long?term career is considered positive and stable# @re3uent job changes are

viewed negatively and therefore the high scores around the commitment count are in line with

the mindset#

(nternal communication and


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@or Britons and Americans it is all about respect# @or workers in @rance and (ndia it is the type of

work they are doing# @or /ermans it is who they work with# And for the apanese! it is pay#

Employee engagement! it is clear! takes many different forms around the world#

As rightly said by *r# ohn *c@arlane! A.L CEO! .o individual chief executive or divisional

manager can make each of the millions of the transactions we do with customers every day live

up to our brand promise# Only a culture of fully engaged employees can do that#$

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