webinar best practices in creating employee engagement
TRANSCRIPT
Best Practices in Creating Employee Engagement
Jessica WebsterDirector of Product
Mykkah Herner, MA, CCPDirector of Professional Services
www.payscale.com
www.payscale.com
14,000 Positions 3000 Customers 11 Countries
250 Compensable Factors41 Million Salary Profiles
www.payscale.com
AgendaDefining Engagement and why it’s important
Moving the needle on Engagement
Measuring success
Immediate Actions
“…70% of American workers are ‘not engaged’ or ‘actively disengaged’…” – GALLUP 2013
“…40% of employees are passively or actively disengaged…” AON HEWITT 2012
“…51% of employees were still ‘not engaged’ and 17.5% were ‘actively disengaged’ in 2014.” – GALLUP 2014
“Engagement?”“emotional involvement or commitment”
Merriam Webster
"an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention."
Schmidt et al., 1993
Impact on results
www.payscale.com
Engaged employees have higher impact on Key Business Drivers
*Source: Corporate Executive Board; Aon Consulting.
How we’ll explore engagement
www.payscale.com
Engagement
COMMUNICATION
APPRECIATION
DEVELOPMENT
RELATIONSHIP TO MANAGER
CONFIDENCE IN EMPLOYER
PAY
DRIVERS OUTCOMES
OVERALLSATISFACTION
INTENT TO LEAVE
PERFORMANCE
www.payscale.com
Moving the needle on each driver
www.payscale.com
Communication
• Develop a communication plan• Increase messaging from Executives• Train managers to share information
from execs to employees
Appreciation
Create a rewards & recognitions program
Learn what motivates your employees
Train managersDevelop a budget & incentives to use it
Learning and Development Opportunities
• Identify career paths within your organization
• Identify high-potential high-performers & skills needed to move up
• Provide training opportunities
Relationship with Manager
• Train managers• Open the dialog up with employees too
Communication skills
Understanding their people
Expectation setting
Being an advocate
Confidence in employer
• Share business plans, goals, and results
Transparency and Fairness in Pay
• Fair & consistent comp plan?• My management’s ability to ‘get it’
& communicate?• My Employee’s ability to ‘get it’?
• Determine your organizational readiness for transparency
• Train managers and executives to share information consistently
Measuring the Outcomes
www.payscale.com
Engagement
COMMUNICATION
APPRECIATION
DEVELOPMENT
RELATIONSHIP TO
MANAGER
CONFIDENCE IN
EMPLOYER
PAY
DRIVERS OUTCOMES
OVERALLSATISFACTION
INTENT TO LEAVE
PERFORMANCE
Improve Overall Satisfaction
Surveys/pulses on how employees are feeling
Employees take advantage of development opportunities
Utilization of appreciation budget
Decrease Intent to Leave
Turnover of high performers
decreases
Turnover of low performers
increases
Internal promotions increase
Increase Performance
Business Goal Attainment
Team Goal Achievement
Individual Goal Accomplishment
Immediate Actions• Decide to measure engagement
• Determine appropriate measurement methodology
• Anticipate potential challenges and responses
• Obtain executive support for ongoing measurement of engagement and outcomes
www.payscale.com
PayScale Delivers Where Other Compensation Providers Fall Short
PayScale leads the world in compensation knowledge with the freshest and most detailed data from over 40 million salary profiles. More than 3000 organizations use PayScale’s software and intelligence to get the greatest return on their talent. Smart businesses use PayScale Insight to recruit, retain and motivate their people.
Visit our blog: www.payscale.com/compensation-todayJoin our Group on LinkedIn: Compensation Today: HR Best Practices
Mykkah Herner, MA, CCPDirector of Professional Services
Jessica WebsterDirector of Product
www.payscale.com