Post on 30-Oct-2014
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of the EMPLOYEES DON’T feel VALUED by their EMPLOYERS 70%
Various Reasons - ORGANIZATIONAL 1. Informal Communication System 2. Lack of Job Accountability 3. Job Security 4. Poor REWARD System 5. Prejudice BOSS 6. Highly Political Environment 7. Hierarchical Reporting Nodes 8. Poor Hiring and Staffing System 9. Group culture 10.Above all ………….PLEASE & FEED The AUTHORITY….
Various Reasons - PERSONAL 1. Job Compulsion - Easy 2. Low Self Esteem - Inferiority complex 3. Low Self Realization 4. State of Delusion (Creative/Hardworking/Talented…) 5. High Expectations 6. Lack Initiative 7. Extrinsically Motivated 8. Work to please Authority 9. Task Oriented 10.Above all ……………………..WHY SHOULD I…….
Competitive – Task oriented
GROUPS
Cooperative – Goal oriented
TEAMS
Conflicts
GROUPS
Resolve
TEAMS
Why GROUPS are formed… 1. Human Nature 2. Security in NUMBER. 3. Common Vested Interest - Lack FOCUS 4. Emotionally Vulnerable – Low EQ 5. Sympathetic 6. Dependency Syndrome 7. Competition INSIDE – Cooperation - OUTSIDE 8. Focus on Counterproductive norms 9. Job Insecurity 10.Work to please the authority 11.Above all ……………………..WE ARE THE ONLY ….
Advantages of working as a TEAM 1. Coordinated Action 2. Security in Performance 3. Common Goal 4. Emotionally Strong – High EQ 5. Empathetic 6. Cooperation INSIDE – Competition OUTSIDE 7. Focus on ONLY on productive norms 8. Highly FOCUSED 9. Job security PERFORMANCE based 10.Work to WIN 11.Above all ……………………..WE HAVE TO ….
TEAM Competencies 1. Adaptability & Flexibility 2. Mutual Trust & Respect 3. Shared Vision 4. Rational approach 5. Mutual Performance monitoring 6. Self Regulating 7. Productive 8. Highly FOCUSED 9. Highly Coordination Interactions 10.Supportive
The Power of Engagement
Managing Energy NOT Time,
Is the Key to Performance,
Health and Happiness
The EXTRA MILE Is a VAST UNPOPULATED
WASTELAND Explore it …. Go there
1. Belief in the organization
2. Desire to work
3. The bigger picture - Context
4. Respectful & Helpful
5. Willingness to ‘go the extra mile’
Engaged Employees Express..
Physically
Emotionally
Cognitively
Components of Engagement
Speak positively
Employee Advocacy
Desire to be part of..
Employee Commitment
Stretch LIMITS – do more
Discretionary Efforts
Employee Engagement RIGHT FIT
Employee Engagement TOUCHING HEART
In a research survey of more than 50,000 employees at 59 member organizations in 27
countries and 10 industries, done by Corporate Leadership Council, has
demonstrated THE REAL BOTTOM-LINE IMPACT of employee engagement.
Highly committed employees perform up to 20% BETTER and are 87% LESS LIKELY TO
LEAVE the organization than employees with low levels of commitment.
Engaged Employees are BUILDERS
Not Engaged Employees are
TASK ORIENTED
Actively Disengaged Employees are
CAVE DWELLERS
Clear Expectations
Necessary Tools
Necessary Tools
Recognition & Praise
Caring
Encourage
WDYT
Big Picture
MANAGE THE WORK
MANAGE THE WORK NOT THE PEOPLE
MANAGE THE WORK
NOT THE PEOPLE
Increasing Employee engagement
WHAT IS MANAGING
PEOPLE?
WHAT IS MANAGING
WORK?
Have bias for ACTION
Explore the POWER Of ENGAGEMENT