Employee Engagement

Act, Engage, Measure

Dale KirkThales Training & Consultancy

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Our Agenda

Encouragement, Caution, Challenge

Background to employee engagement

Comparative information Engagement pitfalls Top tips

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Google Search Insight: “Employee Engagement”

Google has 4.790 million results for “employee engagement”

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Definition

“the extent to which employees commit to something or someone in their organisation, how hard they work, and how long they stay as a result of that commitment”

The Corporate Leadership Council

"a heightened emotional connection that an employee feels for their organisation, that influences them to exert greater discretionary effort to their work".

The Conference Board

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Corporate Leadership Council

More than 50,000 employees

59 Global organisations

10 Industries

27 Countries

High engagement = up to 20% performance increase

High commitment = 87% less probability of departure

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Engagement Questions in an Employee Survey

I am proud to be associated with this company I work beyond what is required to help us succeed I would recommend this as a good place to work I am personally committed to achieving our goals The company energizes me to go the extra mile.   I believe strongly in our goals and objectives. I fully support the values for which we stand.   It would take a lot for me to actively look for another

employer.   At the present time, are you seriously considering leaving?

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An Engagement Model

Performance

Retention

DiscretionaryEffort

Intentto

Stay

The outputs ofcommitment

EmotionalCommitment

RationalCommitment

Commitment

EngagementDrivers

Corporate Leadership Council

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Drivers of Engagement

Recognition Trust and Integrity Nature of the Job Link between employee and

organisation performance Career growth opportunities Pride about the company Co workers/Team members Employee development Relationship with manager Compensation Benefits

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Segmentation

No specific segmentation or split

High engagement = up to 20% performance increaseHigh commitment = 87% less probability of departure

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Pareto Principle

13% 11%76%

The Disaffected

The Agnostics

The True Believers

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The Human Effects of Measurement

The Risks!

Comparison Competition Selfishness Interpretation and Justification Survey “fatigue” Try to improve too many things Last minute burst of actions “Special” attempts to improve

potential responses!

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Our Agenda

Encouragement, Caution, Challenge

Background to employee engagement

Comparative information Engagement pitfalls Top tips

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Comparative information

Going above and beyond:

Brand leverage

Plan A – volunteering for

something that matters

Employee representation at

all levels

Head office in stores

Engagement notice boards

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Pitfalls and mistakes to avoid

Ignoring the issue

Looking for a quick fix

One size fits all

Arbitrary goals

Not following up

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Low cost high return options

Concrete goals

Recognition culture

Ask what people need

Talk about non-work

Talk about the benefits

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Low cost high return options

Measurement is unavoidable… your Board will want to know! All employees could do with learning about Engagement It’s vital your Managers grasp the concept and believe in it Set KPI’s if your culture fits Check Managers believe they can control or influence the KPI Manage the risks of measurement Focus on sharing internal best practice Set a context of Leadership Improvement rather than a

management problem to solve Emphasise the link between Engagement and Performance

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Conclusions

Background to employee engagement

Comparative information Engagement pitfalls Top tips

Thank You

  Find out more about employee engagement by attending our course.

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