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mployeemployeeEngagementngagement
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An "engaged employee" is one who is fullyinvolved in, and enthusiastic about, his or herwork, and thus will act in a way that furthers
their organization's interests.
Employee Engagement is a measureabledegree of an employee's positive or negativeemotional attachment to their job, colleaguesand organization which profoundly influencestheir willingness to learn & perform at work
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What is Employee Engagement? Its a step ahead than employee
Satisfaction:
Belief in the organization
Desire to work to make things better
Understanding of business context and the bigger
picture
Respectful of and helpful to colleagues
Willingness to go the extra mile
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Defining Employee EngagementEngagement is the energy, passion, or fire in
the belly employees have for their employer
Stay: Desire to be a member of the
organisation
Say: Speak positively about theorganisation
Strive: Go beyond what is minimallyrequired
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IntroductionThe challenge today is
not just retainingtalented people, butfully engaging them,
capturing their mindsand hearts at each stage
of their work lives
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Why Engagement
Matters?Talent is the engine of the modernorganizations, and engagement is themystery ingredient that transform the
engines output.
Engaged employees are both organizationsbrand equity and brand ambassadors
Fast promoted employees are not necessarilyENGAGED employees
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Research FindingsEmployee engagement predicts employeeoutcomes, organizational success and financialperformance . At the same time, it has been
reported that employee engagement is on adecline and there is a deepening disengagementamong the employees today (Bates, 2004,Richman, 2006)
It has been reported that majority of workers today,roughly half of all Americans in the workforce, arenot fully engaged or they are disengaged leadingto what has been referred to as ENGAGEMENTGAP, that is costing US businesses $300
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Employee Engagement
Report, 2011China has the smallest percentage of engagedemployees (17%) of the regions studied (SouthEast Asia, North America, New Zealand, China &Europe)
The largest percentage of engaged employees(37%) was in India
China had the greatest percentage of disengagedworkers as well, at 29%, while Indi a has thefewest, at 12%
Australia & New Zealand together had nearly ashigh a level of engaged workers as India, at 36%,but more who were disengaged at 17%
After China, Europe had the highest percentage ofdisengaged workers, at 19 % followed by North
America at 18%
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What is Employee
Engagement?Employee Engagement has become a widelyused and popular term (Robinson et al, 2004)
Personal engagement as the harnessing oforganizations members selves to their workroles, in engagement, people employ andexpress themselves physically, cognitively,and emotionally during role performances(Kahn, 1990)
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Its about marrying the employers goals to theemployees expectations
Employee Engagement can be defined as acombination of cognitive and emotionalantecedent variables in the workplace.
the simultaneous employment and expression
of a persons preferred self in tasks behaviorsthat promote connections to work and toothers, personal presence (physical, cognitiveand emotional) and active full roleperformances (Bill Kahn, 1990)
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Burnout researchers define engagement asopposite or positive antithesis of burnout(Maslachet al, 2001). Engagement is
characterized by energy, involvement andefficacy, the direct opposite of three burnoutdimensions of exhaustion, cynicism andinefficacy
Research on burnout and engagement (vigor
and dedication) are opposites of each other(Gonzalez-Roma et al, 2006)
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Engagement means many
things!MotivationCommitmentPassionDesireAmbitionTrust
EmpathySolidarityInspirationSelflessness
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The 80-20 RuleThe 80-20 Rule
20% of your employees will always give 100%of their effort
The key challenge is to get the remaining 80%engaged
Having the best talent is worth little if they arenot motivated or aligned with the businessobjectives.
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Corporate Leadership Council report of 2004showed that highly engaged employeesachieved 20% more performance than
average
ISR Employee Engagement Report (2006)reported that highly engaged workforcesperformed up to 50% better than those withlow engagement
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Model of antecedents andconsequences of Employee
Engagement
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Behavior of an Engaged
EmployeeBelief in the organizationDesire to work to make things better
Understanding the business context and thebigger picture
Respectful of, and helpful to colleagues
Willingness to go the extra mile
Keeping up to date with developments in thefield
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How to measure
Engagement?SatisfactionUnderstanding
Contribution
Alignment
Retention
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Factors affecting
EngagementTrust and integrityNature of the job
Ability to align individual effort with companysperformance
Career growth opportunities
Pride in the company
Relationships with coworkersPersonal development
Relationship with immediate line manager
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Top Trends Lead to focus on
Employee EngagementEmployee employer relationshipevolving/changing to partnerships
Increased demand for work-life balance
HRs greater role in promoting link betweenemployee performance and its impact onbusiness goals
Increasing focus on selective retention forkeeping mission-critical talent
Work intensification as employee increaseproductivity with fewer employees and
resources
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Acquiring and keeping key talent reemergingas top issues of concern
Decline in traditional communication methodsand increase in cyber communication
Needs, wants and behaviors of the talent pooldriving changes in attraction, selection andretention practices
ues ons o e erm ne
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ues ons o e erm neEmployee Engagement
(Q12)1. Do you know what is expected of you at work?2. Do you have the materials and equipment you need to do your work
right?
3. At work, do you have the opportunity to do what you do best everyday?
4. In the last seven days, have you received recognition or praise fordoing good work?
5. Does your supervisor, or someone at work, seem to care about youas a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job isimportant?
9. Are your associates (fellow employees) committed to doing qualitywork?
10.Do you have a best friend at work?
11.In the last six months, has someone at work talked to you about
your progress?12.In the ast ear, have ou had o ortunities at work to learn and
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Q 12 Gallup research It states that organizations must invest energies toincrease engagement by:
1. Clearly outline job expectations
2. Provide employee necessary tools and resources3. Work environment that is safe and congenial
4. Recognize employee achievements
5. Care for your people
6. Motivate and develop workforce, analyze training needs
7. Be open to suggestions from employees8. Emphasize uniqueness of each employees role
9. Drive teamwork and build commitment
10.Encourage a culture of camaraderie & friendship
11.Provide feedback
12.Provide ways for an employee to work and grow
13.
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Levels of Employee
EngagementENGAGEDEMPLOYEES
NOT ENGAGEDEMPLOYEES
ACTIVELYDISENGAGEDEMPLOYEES
Work withpassionand feel a
profound connectionto their company.
They driveinnovation and move
the organizationforward
Are essentiallyChecked out
They sleepwalkthrough their workday, putting time- notenergy or passion-
into their work
Aren't just unhappy atwork, theyre busy
acting out theirunhappiness
Everyday, theseworkers undermine
what their engagedco-workersaccomplish
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5 categories of Engaged
EmployeesTop Engaged- 29% of North Americanssurveyed fell into this group. They are top-level performers and their job/employer
satisfaction is high. If not kept engaged theycan slide into one of the three groups
Almost Engaged- 27%.They contribute fully,find great satisfaction in their work, but maynot consistently have great days at work.
They can be lured away if not cultivated
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Honeymooners & Hamsters- 12%.Honeymooners are new, so their contribution
is not high, but they are happy to be with theorganization. Hamsters may work hard butspin their wheels on nonessential tasks orare retired in place
Crash & Burners- 13%. Talented formermaximum contributors. They are stressedfrom their job and their contribution level hasdropped. Left alone they can becomedisengaged and pull others down
Disengaged- 19%. They are at the oppositeend of the top engaged and often feeldisconnected from organizational priorities,underutilized, and dont get what they need
from work. If not coached to higher levels,their exit is a good thing.
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Leveraging Employee
Engagement
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Engagement Across Job
LevelsJob Level Actively Engaged (%)Actively Disengaged(%)Senior executives 53 4
Directors/Managers 25 10
Supervisors/ Foremen 18 15Specialists/Professionals
16 18
Non-Managementsalaried
14 20
Non-Managementhourly
12 25
: ( ), ( )S o u rce G ib b o n s 2 0 0 6 To w e rs P e rrin 2 0 0 3
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Drivers of Engagement: the
6 CsCAREER Where am I going?
COMMUUNITY Is it socially rewarding?
CONGRUENCE Do values align?
COMPENSATION Am I fairly rewarded?
CONTENT Do I enjoy what I do?
COPING How am I supported?
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What creates
Engagement?The Engaging roleAppropriate levels of roles in organizations (people
should not be under or over utilized)Freedom of speech (its not what you say that matters,
that you say , is what mattersDignify Your peopleDo not come in the way of Cross functional networking
(do not be the only reference point for yoursubordinates)
Communicate, Communicate and Communicate evenmoreEncourage and manage diversity (Cloning creates
disengagement)Enlarge the Vision in order that people see a more
meaningful existance
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New Trends in Employee
EngagementCommunicate, Communicate, CommunicateInvolve people
Give employees opportunities
Make sure managers implement personal plansof employee engagement for their workers
Go light on pep rallies
Everyday, give your employees a reason tobelieve in you, its important to build TRUST