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Engagement

VIEWS: 37 PAGES: 50

									Cranking up employee engagement



       by Toronto Training and HR

              March 2011
           3-4      Introduction to Toronto Training and
                    HR
Contents   5-7
           8-9
                    Definitions
                    Triangulation theory
           10-11    Needs that must be met
           12-13    Drill A
           14-15    Pain of poor engagement
           16-17    Impact on engagement
           18-19    Challenges faced by organizations
                    seeking to increase & sustain
                    engagement
           20-21    Wellbeing; interconnected elements
           22-25    It‟s not rising despite our best
                    efforts!
           26-29    Improving the employee
                    engagement equation
           30-42    Questions to ask
           43-44    Drill B
           45-48    Case studies
           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
Definitions




    Page 5
           Definitions 1 of 2
ENGAGEMENT
Commitment to excellence and continual striving
to improve
Increased loyalty and reduced absenteeism
New ideas, suggestions and innovative approaches
that control and reduce costs, solve problems and
generate new products and services
Higher levels of discretionary effort and enhanced
focus on company goals and objectives
Improved teamwork and communication

                      Page 6
          Definitions 2 of 2
DISENGAGEMENT
Making errors missing deadlines, low morale…
Constantly watching the clock
Complaining
Turnover, absenteeism, and “presenteeism”




                     Page 7
Triangulation theory




         Page 8
        Triangulation theory
THREE CORE DRIVERS
1.Organizational maturity
2.Cultural reality
3.Employee job satisfaction (internal and external)




                       Page 9
Needs that must be met




         Page 10
     Needs that must be met
Fit
Support
Value
Inspiration
Clarity




              Page 11
Drill A




  Page 12
Drill A




 Page 13
Pain of poor engagement




          Page 14
    Pain of poor engagement
EMPLOYEE DISENGAGEMENT
Lowers results, cuts profits, reddens finances,
sickens well-being, undermines relationships,
crumbles organizations, poisons community,
starves performance, undervalues individuals,
fragments teams, crashes careers, saps energy,
corrodes connections, erodes employees, scares
stakeholders, deadens days, weakens weeks,
mangles months, irritates customers, loses
purpose, and frays meaning

                      Page 15
Impact on engagement




        Page 16
      Impact on engagement
Layoffs and downsizing
Salary reductions
Hiring freeze
Salary freeze
Reorganization/restructure
Postponement of projects
New business ventures




                      Page 17
  Challenges faced by
organizations seeking to
   increase & sustain
      engagement




          Page 18
Challenges faced by organizations
  seeking to increase & sustain
          engagement
Leadership & communication
Productivity & performance
Health & wellbeing of employees
Engagement, motivation and morale
Attrition and absenteeism
Support
Value
Inspiration
Clarity

                    Page 19
Wellbeing; interconnected
        elements




           Page 20
   Wellbeing; interconnected
           elements
Career wellbeing
Social wellbeing
Financial wellbeing
Physical wellbeing
Community wellbeing




                      Page 21
It’s not rising despite our
       best efforts!




            Page 22
 It‟s not rising despite our best
          efforts! 1 of 3
The engagement program includes cognitive
behaviors only
The program is not a permanent part of the
corporate culture
Motivational programs are confused with
engagement
Thinking reward programs are rewarding
Employees aren‟t inspired to make discretionary
effort

                      Page 23
 It‟s not rising despite our best
          efforts! 2 of 3
Employees aren‟t inspired to make discretionary
effort
No results-driven structure is in place to
continually inspire engagement
Minimal trust on the team
Leaders give off the vibe that employee
engagement is a profit strategy



                      Page 24
 It‟s not rising despite our best
          efforts! 3 of 3
Teams have not been taught how to think
collaboratively
Engagement happens in silos instead of all-
inclusive
Inconsistent, sporadic administration
Performance declines in other areas of the
business



                      Page 25
Improving the employee
 engagement equation




         Page 26
    Improving the employee
  engagement equation 1 of 3
Understand how it‟s doing in each of the above
three drivers. There are no shortcuts for finding
facts. Determine the dollar risk for doing nothing,
to prove to all stakeholders the value of taking
action
Institute strategic planning and implementation
planning. If resources are not available internally,
an external expert can pay for themselves fast


                       Page 27
    Improving the employee
  engagement equation 2 of 3
Put in writing an employee engagement equation
and how it will be monitored and measured
Develop and mentor middle managers in the
leadership core competencies that are required to
implement this formula




                      Page 28
    Improving the employee
  engagement equation 3 of 3
Commit to monitoring potential negative signs that
indicate the organization is on the wrong track,
and take corrective action
Accept that employee engagement is a dynamic
process and a moving target requiring constant
attention, commitment and action




                      Page 29
Questions to ask




      Page 30
     Questions to ask 1 of 12
How do we turn a disengaged manager or
employee into an engaged manager/employee?
What shadow do you cast that gives positive
energy to those around you?
Do you get to do what you do best every day?
Do those around you understand what work you
most like to do?
Do you know what makes you feel engaged & can
you create that for yourself and other like-minded
people?

                      Page 31
     Questions to ask 2 of 12
What can you do to make your top performers
not feel like leaving your company?
If you are really serious, how would you prove
that engagement is more than „lip service‟?
Is everyone “engage-able”?
What things do people in your work group do that
make you feel connected to your company?
How can we expect recognition and respect
ourselves if we are not willing to respect and
recognize others?

                     Page 32
     Questions to ask 3 of 12
What‟s the one thing you‟d like to change that
would make the biggest difference in your work
right now?
Where do emotions fit in “being engaged” ?
What makes you look forward to going to work
when you get up in the morning?
Can such tools as Myers Briggs personality types
help make engagement activities more effective by
giving insights into how different employee groups
prefer to receive/process data?

                      Page 33
     Questions to ask 4 of 12
What would you do first if you were given a
chance to take over your boss‟s job?
What can you do personally to improve your own
engagement?
What can you do to make your employees
happier?
Do you know how each member of your team likes
to be managed, and what switches them on at
work - and do you do everything in your power to
make these things happen?

                     Page 34
     Questions to ask 5 of 12
Are certain people more inclined toward
engagement in general due to personality
characteristics and do such individual
differences effect what types of engagement
interventions will be effective?
What were you doing when you last felt
completely engaged?
As a leader, what has be successful for you
to effectively engage your employees?
How well are you listening?

                     Page 35
     Questions to ask 6 of 12
Are certain people more inclined toward
engagement in general due to personality
characteristics and do such individual
differences effect what types of engagement
interventions will be effective?
Is engaging enough or do we need to
engage with passion to really make
a difference?
As a leader, what has be successful for you
to effectively engage your employees?

                     Page 36
     Questions to ask 7 of 12
Is engaging enough or do we need to
engage with passion to really make a difference?
What mark would you give your organization?
Why is/isn‟t it a 10 out of 10?
Do you say good morning to your work
colleagues when you get in?
How well are you listening?
How can leaders more effectively engage
employees by tapping into their truly
meaningful intrinsic motivation?

                      Page 37
     Questions to ask 8 of 12
Have you ever asked your direct report(s)
to describe their engagement drivers?
What is the one thing about this organization
that has kept all these long-timers here?
If engagement is an outcome, what are its
precursors?
What are the sticky factors in this workplace
other than salary or current job role?
How are you being creative in engaging
your employees?

                      Page 38
     Questions to ask 9 of 12
What are you doing to take care of your own
attitude of engagement?
Is engagement much beyond passion?
Is the bottom up approach the best for
engagement?
What keeps engaged employees motivated?
How are you being creative in engaging your
employees?



                     Page 39
    Questions to ask 10 of 12
How do you effectively engage the people that are
important to your organization‟s success but do
not actually interact with your customers, such as
back office staff?
What research methods can be applied to
generate more in depth understanding of
the engagement process?
Manager to employee: When you hear “employee
engagement” what do you think, feel, and what
images come to your mind?

                      Page 40
    Questions to ask 11 of 12
What is the most frequent and rarest motivator to
employee engagement?
Will we have succeeded, when in 10 or 20 years,
organizations no longer “do” employee
engagement, instead it has become part of the
culture, an assumption that has led to highly
collaborative, self-generating organizational forms?
How can you create a culture where laughter and
fun supports hard work and productivity?


                       Page 41
    Questions to ask 12 of 12
What would you need to see from management,
so you would know that they were as engaged as
they want you to be?
How do you help your manager engage you?
How can lifelong learning contribute to the
employee engagement in the workplace?
What is so obvious that it is invisible?




                    Page 42
Drill B




  Page 43
Drill B




 Page 44
Case study A




    Page 45
Case study A




    Page 46
Case study B




    Page 47
Case study B




    Page 48
Conclusion & Questions




         Page 49
            Conclusion
Summary
Questions




               Page 50

								
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