Saving money… by raising levels of EMPLOYEE

ENGAGEMENTLondon HR and Training

September 2016

Introduction

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Intro - London HR and Training

• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden

• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and

Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers

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Contents5-6 Definition7-8 Elements of employee engagement9-10 Dimensions of employee engagement11-12 Enablers of employee engagement13-14 Pillars of employee engagement15-16 The trifecta of employee engagement17-19 Employee engagement, progressive states and a framework model20-21 The competing values framework22-23 Employee engagement; are we all the same?24-26 Inclusion, diversity and employee engagement27-28 Connection and employee engagement29-30 Equal pay and employee engagement31-32 Organisational performance and employee engagement 33-35 Going beyond retention with employee engagement36-37 Initiatives to boost the process of building employee engagement38-39 Steps to fire up employees40-41 Fundamentals of an employee engagement strategy42-44 When employee engagement fails…45-46 An examples employee engagement strategy-the state of Vermont47-48 Exercise49-50 To sum up…

Definition

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Definition• Employee engagement

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Elements of employee engagement

Elements of employee engagement

• Vigour• Dedication• Absorption

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Dimensions of employee engagement

Dimensions of employee engagement

• Intellectual engagement• Affective engagement• Social engagement

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Enablers of employee engagement

Enablers of employee engagement

• Strategic narrative• Engaging managers• Employee voice• Integrity

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Pillars of employee engagement

Pillars of employee engagement

• Grounded understanding of employee engagement

• Working definition of employee engagement

• Measurement wisdom• Actioning infrastructure• Dynamic employee engagement and

the performance playbook• Competent leadership and

managementPage 14

The trifecta of employee engagement

The trifecta of employee engagement

• Organisation and senior leaders• Managers• Employees

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Employee engagement, progressive states and

a framework model

Employee engagement, progressive states and a framework model 1 of 2

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Play downPlay actPlay safePlay make

Employee engagement, progressive states and a framework model 2 of 2

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Operating culture

The competing values framework

The competing values framework

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Clan Adhocracy

Hierarchy Market

Employee engagement; are we all the same?

Employee engagement; are we all the same?

• Women and men• Younger and older workers• Managers and non-managers• Flexible contracts and non-

flexible contracts• Public sector and private sector

employeesPage 18

Inclusion, diversity and employee engagement

Inclusion, diversity and employee engagement 1

of 2Covering behaviour• Appearance• Affiliation• Advocacy• Association

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Inclusion, diversity and employee engagement 2

of 2Steps to take• Create inclusion labs• Embed inclusion and diversity in

leadership pipelines and programmes• Conduct a gap analysis of talent systems

and processes• Develop an inclusion and diversity

scorecard and measure business impact• Install governance and resource the effort

appropriatelyPage 26

Connection and employee engagement

Connection and employee engagement

• Definition of connection• A connection culture• Vision, value and voice• Approaches to help managers

develop connection skills

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Equal pay and employee engagement

Equal pay and employee engagement

Areas to consider• Starting pay• Women returning after maternity• Performance rating curve• Performance rating aligned to

pay outcomes• Pay increases on promotionPage 30

Organisational performance and

employee engagement

Organisational performance and

employee engagement• Financial performance• Labour productivity

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Going beyond retention with employee engagement

Going beyond retention with employee

engagement 1 of 2• Ask your employees what matters

• Remember; it is the work• Make development part of the

job, not a perk• Study retention continuously• Build a proactive retention model

to identify potential problems before they occurPage 34

Going beyond retention with employee

engagement 2 of 2• Collaborate with other top leaders

• Challenge the performance management process

• Understand and improve diversity and inclusion

• Focus on your employment brand and talent experience

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Initiatives to boost the process of building

employee engagement

Initiatives to boost the process of building

employee engagement• Create a programme to embed

values• Recognition drives behaviours• Foster innovation with a new ideas

scheme• Create relevant behavioural-based

incentives integrated with training• Set up a benefits and wellbeing

schemePage 37

Steps to fire up employees

Steps to fire up employees

• Create an employee-focused workplace culture

• Hire and promote based on talents• When the right employees are in the

right roles define performance expectations

• Build a strong personal manager connection through recurring performance feedback

• Host ongoing ‘career conversations’ Page 39

Fundamentals of an employee engagement

strategy

Fundamentals of an employee engagement

strategy• Strong strategic narrative from

the leadership team• Line managers who motivate,

empower and support employees• Employee voice• Organisational integrity

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When employee engagement fails…

When employee engagement fails…1 of 2• Reasons why it may fail

Fallacies• Money does not motivate• A happy worker is a productive

worker

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When employee engagement fails…2 of 2Truths• People differ in what they value,

and these differences need to be understood

• Expectations lead to motivation• Satisfaction leads to membership

rather than performance

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An example employee engagement survey-the

state of Vermont

An example employee engagement strategy-the

state of Vermont • Relationship of job duties to the

mission and goals• Communication and input with the

organisation• Relationships and morale in the

organisation• Relationship with supervisor• Workload, staffing and resources• Compensation and benefitsPage 46

Exercise

Exercise

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To sum up…

To sum up…• Conclusion• Summary• Videos• Useful links

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