nhrdn virtual learning session on employee engagement
TRANSCRIPT
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
Unlocking Employee Engagement
WebinarBy
Naveen KumarChief Operating Officer
PCI-COFFMAN2nd Nov 2011
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
Employee Engagement
“Employee Engagement is an ‘outcome-based’ concept. It is the term which is used to describe the degree to which employees can be ascribed as ‘aligned’ and ‘committed’ to their organization such that they are at the most productive.”
~The International School of
Human Capital Management
-definition released in 2006
Many Definitions – Many Interpretations
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
Alignment
High
√
X X X
√
√
X
X
HighCommitment
Employee Engagement Matrix (Alignment vs. Commitment)
Adapted from – Journal of Applied Human Capital Management Volume 1 No 1 2007
Many Definitions – Many Interpretations
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
The New Rationale for Engagement
Engagement is no longer about “feel good” practices…
– “Grab them by their P&L's and their hearts and minds will follow”
– “We had a compelling reason to change. Our financials and customer service were horrible.”
– “ROI”
– “Demonstrating the link to business strategies and identifying the right metrics”
– “Organizational survey results reflected employee engagement as a primary driver of intent to stay”
– “Linkage to guest satisfaction and financial performance”
– “Human capital as an asset not an expense”Many Definitions – Many Interpretations
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
So then…..What is Employee Engagement?
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
Employee Engagement is…….
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
As a manager, no matter what work we do, engagement has huge impact on our results.
Imagine you were the coxswain of this team!
How do we get all to row in the same direction towards the destination ?
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
1.Human beings are “messy”. They have unique
emotions, motivations and styles and bring them all
into work.
2.Managers have less control today than ever
before. Managers are always asking “how do I get
people to do the right thing when I’m not there?”
3.Managers have to create performance and avoid
chaos, something which is extremely challenging in
light of the first 2 facts.
So what should your organization & its
managers do to manage?
Ever wondered ?
Facts :
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
What did your Great Manager do ?
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
Relationship is the “glue” of management.
People really don’t reach their full potential unless they have the trust and commitment of another person. That person is usually their manager.
Can we measure & manage this ???
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
How do great managers manage?
1. Focus on the right outcomes – not the steps or
the means. Don’t tell people “how to do” their jobs- to
do so will crush diversity and the benefits which come
with it.
2. Embrace the difference that people bring to
work, and help them focus on the outcomes they
want to achieve and find their own ways to achieve
those outcomes;
3. Managers do not have to create an environment
where everyone is happy or satisfied, but they do
need to create performance: Get the outcomes
people are focusing on aligned with the performance
your desire.
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
Dimensions – That Differentiate High Performing Cultures
1. Growth
2. Relationship
3. Customer Focus
4. Measurement
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
“I know the outcomes for which I am accountable.”“My manager really knows me.”“My talents and abilities are fully utilized.”“My successes are recognized by my manager and coworkers.”“My manager does a good job of coaching me to build on my strengths.”“Of all the managers I’ve had, my current manager is the best.”“Every day, I see clearly the value that I bring to this organization.”“I am a member of one of the strongest teams in this organization.” “In the past year, I have grown professionally more than any other year.”
“I am extremely satisfied with this organization as a place to work”“I have full confidence in our leaders’ decisions and direction.”
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11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
What attracts great employees –Manager, Environment (Those who focus on those are who can give)
What attracts average employees –Money, Recognition (Those who focus on those are who take)
If I feel that I have no options – that feels detached….
There is something that attracts great employees – our study shows…
Great vivid cultures
Can we measure and manage this –
YES !!!
In Sum…
11/4/201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
We are a premier international organization on high-performance culture and
employee, manager and leadership research and management.
Our research has been published in the Wall Street Journal, Harvard
Business Review, Fortune, The Economist, and the Washington Post.
Our leadership comprised of senior consultants and academic experts with over 100
years of experience and authors, including Curt Coffman
(co-author of First, Break All the Rules and Follow This Path).
Copyright
This document contains proprietary research, copyrighted materials, and literary property of The Coffman Organization. It is for the guidance of your organization only and is not to be
copied, quoted, published, or divulged to others outside of your organization. Employee Engagement 2.0© (EE 2.0©) is a trademark of The Coffman Organization, Denver, Colorado.
This document is of significant value to both your organization and The Coffman Organization. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright,
trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document.
No changes may be made to this document without the express written permission of The Coffman Organization.
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