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Changing the rules of engagement
by Toronto Training and HR
June 2011
Page 2
Contents
3-4 Introduction to Toronto Training and HR
5-7 Definitions8-11 21 drivers of employee
engagement12-13 Common results of engaged
employees14-15 Common results of disengaged
employees16-17 Drill A18-19 Case study A20-21 Recruitment22-23 Onboarding24-25 Communication26-27 Accountability28-29 Recognition30-31 Stagnation32-34 Influence in respect of
engagement35-37 Effective ways of increasing
employee engagement38-39 Drill B40-41 Case study B42-44 Interaction styles45-50 Questions to ask51-52 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definitions
Page 6
Definition 1 of 2
The emotional and intellectual commitment of an individual or group to an organization that supports building and sustaining business performance
Page 7
Definition 2 of 2
Emotional componentMotivational component
Page 8
21 drivers of employee engagement
Page 9
21 drivers of employee engagement 1 of 3
1. Benefits2. Career Opportunities3. Corporate Social Responsibility4. Co-Workers5. Employee Health & Well-Being6. Intrinsic Motivation7. Learning & Development
Page 10
21 drivers of employee engagement 2 of 3
8. Manager9. Managing Performance10. Middle management11. Organizational reputation12. Pay 13. People/HR Practices14. Physical Work Environment
Page 11
21 drivers of employee engagement 3 of 3
15. Recognition16. Resources17. Retirement Savings18. Senior Leadership19. Work-life balance20. Work tasks21. Work processes
Page 12
Common results of engaged employees
Page 13
Common results of engaged employees
Willingness to do more than is expectedHigher productivityBetter working relationshipsMore satisfied customersGreater loyalty to the organizationImproved communicationLower levels of attritionFewer absences
Page 14
Common results of disengaged employees
Page 15
Common results of disengaged employees
Dysfunctional work relationshipsLower productivityUnwillingness to go beyond the job descriptionHigher attritionMore absencesFrustrated customersPoor communicationDisloyalty
Page 16
Drill A
Page 17
Drill A
Page 18
Case study A
Page 19
Case study A
Page 20
Recruitment
Page 21
Recruitment
SkillsBehavioursMotivatorsCapacitiesCulture
Assessment
Page 22
Onboarding
Page 23
Onboarding
What is it?Why?GoalsCommon mistakes
Page 24
Communication
Page 25
Communication
What is it?Communicating for engagement
Page 26
Accountability
Page 27
Accountability
Why accountability?How to set goals and objectives
Page 28
Recognition
Page 29
Recognition
Why employee recognition?Guidelines for recognition
Page 30
Stagnation
Page 31
StagnationDon’t reward employees who perform well Refuse to set goalsNever, ever changeMaintain controlPut off decisionsNever delegate responsibilityQuash new ideas, especially from the rank and fileKeep secretsTolerate mediocrityLimit training
Page 32
Influence in respect of engagement
Page 33
Influence in respect of engagement 1 of 2
Control over how you do your workOpportunities to use your skillsGood relationships with management and leadershipMentally stimulating workGood relationships with co-workersOpportunities to develop new skillsPotential for career advancementSalary and benefits
Page 34
Influence in respect of engagement 2 of 2
AGE DIFFERENCES18-2930-3940-4950-5960+
Page 35
Effective ways of increasing employee
engagement
Page 36
Effective ways of increasing employee engagement 1 of
2Positive work relationshipsGood fit between a person’s skills and job requirementsRegular feedback on employee performanceOpportunities to learn new skillsGiving employees greater control over their workCelebrating progressCommunicating the direction/strategy of the organization
Page 37
Effective ways of increasing employee engagement 2 of
2WHAT CAN LEADERS DOListen to employees’ opinionsCommunicate clear expectationsGive recognition and praiseProvide learning and development opportunitiesHelp find solutions to problemsDefend direct reports
Page 38
Drill B
Page 39
Drill B
Page 40
Case study
Page 41
Case study
Page 42
Interaction styles
Page 43
Interaction styles 1 of 2
DriverAnalyticalExpressiveSupportive
Page 44
Interaction styles 2 of 2
Page 45
Questions to ask
Page 46
Questions to ask 1 of 5If you enjoy the facilities of the organization, why are you not willing to recommend the organization as an employer to others?How do bosses justify that they are engaged? What are the behaviors a leader might see or hear that show an employee is in fact engaged? Do you really respect your people: How often do you listen to them, talk with them about the work they do, and how they do it?
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Questions to ask 2 of 5What opportunities can I provide that offer growth and development for my people? What is so difficult about saying “thank you” or “great job” to employees?What’s the most common reason cited by management/directors for stalling employee engagement initiatives, and how have you overcome them? If our on boarding program is successful, what does success look like?
Page 48
Questions to ask 3 of 5Beyond knowing how many employees work in the company, do top managers know how many employees are actually contributing to the company’s success? And what can they do to ensure the second number equals the first number? Do you know, and can you measure how your employee engagement directly correlates and impacts on your bottom line and to your organizational success?
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Questions to ask 4 of 5What case studies are there that demonstrate the cost benefit of spending resources on trying to lift employee engagement? What is something that you could choose to do differently to foster employee engagement?How do you reconcile goals & objective setting for the individual with goals & objectives that enable cross-divisional, cross-functional project work with different bosses, etc.? How do you know when you’re engaged?
Page 50
Questions to ask 5 of 5How do we measure the impact and effectiveness of engagement initiatives?Who is responsible for employee engagement?Are you a role model - do you live up tothe employer-employee contract?Do you realize your brand reflects the employees’ engagement in creating it? How can employees rate engagement levels? How can we get our managers to be more focused on engaging their direct reports?
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Conclusion & Questions
Page 52
Conclusion
SummaryQuestions