Employee Engagement and Neuroscience Webinar Slides

transcript

Complimentary Webinar Slides:

Employee Engagement and

Neuroscience

7th May 2014

Lindsay Hanson Head, Heart + Brain

#SBWChat

A little bird told me….

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Employee Engagement –

What can we learn from neuroscience?

Lindsay Hanson, Head Heart + Brain

The Neuroscience of Leadership

Head Heart + Brain

Employee Engagement and Neuroscience

What I am going to cover

What we mean by engagement and why it matters

What are the drivers of engagement?

Three neuroscience principles

A brain-savvy charter for leaders

“Employee engagement is a heightened emotional connection felt by

the employee for the organisation which drives more discretionary effort”

What do we mean by employee engagement?

Why does engagement matter?

It matters!

Stock Market Performance and Shareholder

returns

High engagement (65% or more) equals

outperformance of the stock market index and

higher shareholder returns of 22%. Companies

with low engagement (45% or less) had

shareholder returns 28% lower than the average.

Individual performance

On an individual level, highly engaged

employees overall performance scores were

20 percentile points higher than those of

employee with average levels of engagement.

The Corporate Leadership Council

Individual performance

Sales in an insurance sales office

demonstrated that those who were highly

engaged outperformed the disengaged by

28%. Bates

Customer Service

Companies with high employee engagement

scores had a corresponding level of customer

loyalty (repeat purchases, recommendation to

friends etc.) at twice the level of companies

with average employee engagement levels.

What drives engagement?

• Trust and integrity

• Nature of the job

• Line of sight

• Take pride

• Pride in company

• Relationship with team members

• Learning and growth

• Relationship with line manager

Three principles:

Threat and reward

We are social beings not economic

Form in-groups and out-groups

So what can we learn from neuroscience?

Threat and reward

Social connection

In-group Out-group

Brain-savvy leaders

- a charter

So what do brain-savvy leaders do:

Their leadership style contributes to a sense of reward rather than a sense of threat

Communicates a clear vision to give people certainty

They ask “how do you think that went?” Rather than giving them direct feedback

Clearly articulate the goal and let them work out how they get there

Builds engagement through asking question

Treats team fairly and consistently

Focus on building deep relationships with direct reports

Asks how employees are feeling not just what they think

Focus on relationships between team members

Look to create harmony and shared pride in work

Look to break down barriers/silos across the team

Know how to build bonds across these divisions

44% of managers believe they excel at people management.

Based on an assessment by their reports and peers,

only 14% actually do.

Brain-savvy HR – an evidence base

www.headheartbrain.com

E lindsayhanson@hhab.co.uk

M 07786 070235

T @headheartbrain

Any questions?

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and recordings http://linkd.in/1acZPdh

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Thank you

0113 322 7240 sales@shorebird-rpo.com www. shorebird-rpo.com

Next weeks Webinar:

Recruitment Agency Terms of Business:

Where do Employers Stand?

14th May 2014

Hugh Middlemass

Winston Solicitors LLP

Click here to register

Employee Engagement and Neuroscience Webinar Slides

Recruiting & HR