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Employee engagement (PowerPoint)

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					Kick-starting levels of employee
engagement in your organization


       by Toronto Training and HR

             January 2011
           3-4     Introduction to Toronto Training and HR
Contents   5-6
           7-9
                   Definition
                   Why is engagement important?
           10-11   Drivers of engagement
           12-13   Seven pillars of employee engagement
           14-17   The multi-generational workforce
           18-19   Drill A
           20-21   Case study A
           22-24   Agile employees
           25-26   Aligning interests
           27-29   Empowerment of front-line people
           30-31   Drill B
           32-33   Case study B
           34-39   Engaged employees….or great actors?
           40-42   Leadership behaviours
           43-48   Questions to ask
           49-50   Conclusion and questions

                      Page 2
Introduction




     Page 3
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 4
Definition




   Page 5
               Definition
Corporate Leadership Council
What engagement is not
Engaged/not engaged/disengaged




                    Page 6
Why is engagement
   important?




       Page 7
Why is engagement important 1 of 2?

 Financial success
 Attraction and retention
 High morale
 Productivity




                        Page 8
Why is engagement important 2 of 2?
 Organizations with the highest engagement tend
 to grow 4.5 times faster than those with low
 engagement. Engaged employees drive profit up,
 and you are more likely to retain talented people if
 you keep them engaged. Engaged employees will
 become your greatest brand ambassadors so make
 them proud to be at work & feel involved in the
 decision making process and they will, in turn,
 paint a glowing picture of your organization.


                        Page 9
Drivers of engagement




         Page 10
      Drivers of engagement
Manager-employee relationship
Employees understanding what is expected of
them




                     Page 11
Seven pillars of employee
      engagement




           Page 12
    Seven pillars of employee
          engagement
1.Care
2.Autonomy
3.Connection
4.Mastery and growth
5.Purpose/significance
6.Play
7.Inspired excellence



                         Page 13
The multi-generational
     workforce




         Page 14
       The multi-generational
         workforce 1 of 3
Traditionalists or Matures or Builders
Baby boomers
Generation X or Busters
Generation Y or Millennials




                       Page 15
       The multi-generational
         workforce 2 of 3
Potential inefficiencies
Potential benefits
Traditionalists or Matures or Builders
Baby boomers
Generation X or Busters
Generation Y or Millennials




                       Page 16
     The multi-generational
       workforce 3 of 3
SEVEN PRACTICES TO BUILD EMPLOYEE
ENGAGEMENT
Talent management
Employee motivation
Management practices
Learning & development
Career development
Reward
Productivity

                  Page 17
Drill A




  Page 18
Drill A




 Page 19
Case study A




    Page 20
Case study A




    Page 21
Agile employees




      Page 22
      Agile employees 1 of 2
SEVEN SIGNPOSTS
1. Know why you want your employees to be
agile—what is it meant to achieve?
2. Help employees appreciate and become
enthusiastic about rapid and constant change and
its implications
3. Offer practice at making fast decisions and at
adapting to new situations


                      Page 23
      Agile employees 2 of 2
4. Make sure mistakes are seen as inevitable and
merely a route to learning
5. Praise and reward employees who show agility
with unusual responses to new situations
6. Use stories about people successfully adapting
to show what it means in practice
7. Use scenario planning to help people imagine
what agility might mean in practice


                      Page 24
Aligning interests




       Page 25
        Aligning interests
THREE STEPS TO ENGAGEMENT HEAVEN
1. Information
2. Front-line management
3. Non-financial rewards




                 Page 26
Empowerment of front-
    line people




         Page 27
   Empowerment of front-line
       people 1 of 2
SAVE MONEY, IMPROVE CLIENT SATISFACTION
AND REDUCE EXPENSIVE ERRORS
Empower your frontline people to solve client
problems on the spot
Building trust enables you to use your intellectual
capital
Create a positive work environment
Insist that workers collaborate rather than
compete

                       Page 28
   Empowerment of front-line
       people 2 of 2
Communicate respectfully as poor communication
wastes time, delays decisions and damages morale
Brainstorm about the opportunities that lie beyond
the challenges
Solve the root causes of the problem




                      Page 29
Drill B




  Page 30
Drill B




 Page 31
Case study B




    Page 32
Case study B




    Page 33
Engaged employees….or
     great actors?




         Page 34
Engaged employees….or great
       actors? 1 of 5
CHARACTERISTICS OF ENGAGED EMPLOYEES
AND DRIVERS OF ENGAGEMENT/RETENTION
They are the ambassadors of the organization
They feel privileged to be on the team
They are emotionally tied to the organization
They take great pride in their accomplishments
They feel a strong sense of responsibility for the
organization’s success


                       Page 35
Engaged employees….or great
       actors? 2 of 5
SIGNS OF EMPLOYEE DISENGAGEMENT
Attitude shift
Decline in personal selling
Out of the office for extended periods of time
Repetitive errors while performing the job
Irrelevant excuses for non-performance




                      Page 36
Engaged employees….or great
       actors? 3 of 5
TACTICS FOR IMPROVING EMPLOYEE
ENGAGEMENT
Thank your people
Show them the money!
Invest in their development
Assess the organization’s culture, especially the
leadership team
Revitalize the mission


                       Page 37
Engaged employees….or great
       actors? 4 of 5
TIME TO CALL IN THE EXPERTS
The signs of employee disengagement are visible
and obvious
You suspect that your organization’s culture is toxic
Your organization has trouble attracting “A” players




                       Page 38
Engaged employees….or great
       actors? 5 of 5
TIME TO CALL IN THE EXPERTS
Employees disrespect each other and gossip
behind each other’s back
Employees have stopped smiling and having fun at
work-it’s quiet
Financial results are challenging




                     Page 39
Leadership behaviors




        Page 40
 Leadership behaviours 1 of 2
DRIVING EMPLOYEE COMMITMENT
Inspire and motivate others
Driving for results
Strategic perspective
Collaboration
Walk the talk
Trust
Develops and supports others
Building relationships
Courage

                 Page 41
 Leadership behaviours 2 of 2
NEXT STEPS-QUESTIONS TO ASK
Do you have a fatal flaw?
Do you have profound strengths?




                    Page 42
Questions to ask




      Page 43
      Questions to ask 1 of 5
For each of us there is always something
“dying to be born” - how do we assist one another
in bringing into the world that which is longing to
come into fruition?
When it comes to your organization, what are the
stories that come to the employees’ minds?
How does employee engagement
(commitment, involvement, discretionary effort)
contribute to achieving the strategic goals of this
organization?

                      Page 44
      Questions to ask 2 of 5
When was the last time you asked an employee
what engages them to work in your organization?
How do I measure engagement and the impact of
engagement real time?
What is THE moment of engagement for you?
As a leader, are you ready to begin the
relentless pursuit of employee engagement?




                     Page 45
      Questions to ask 3 of 5
Why do some organizations work so hard to
engage “at” people when they should be trying to
engage “with” them?
What have you done today to help or connect with
a colleague?
How are you addressing employees’ self-worth in
your employee engagement process?
Is engagement a two-way street and how do
senior leaders stay engaged with their direct
reports?

                     Page 46
      Questions to ask 4 of 5
What are the Square Wheels in your organization -
the systems and processes and procedures that do
not work smoothly?
What is something that you could choose to do
differently to foster employee engagement?
When we hire new employees, how can our
onboarding process maintain the enthusiasm they
have when they accept a position?
What parts of your organization think they are
being treated unfairly?

                     Page 47
      Questions to ask 5 of 5
What are you doing each day to model
enthusiastic employee engagement for your team?
What disincentives in taking initiatives would a
visitor observe in your organization?
Why do employers tolerate supervisors
who fail to engage employees?
What does engagement mean to your team?
How can your personal energy collaborating with
others at work reward you and them with wealth,
innovation and fulfilment?

                     Page 48
Conclusion & Questions




         Page 49
            Conclusion
Summary
Questions




               Page 50

				
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posted:10/20/2011
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