The document discusses reasons why employees may not feel valued by their employers and the differences between groups and teams in the workplace. It notes that 70% of employees don't feel valued due to organizational issues like poor communication and reward systems as well as personal reasons. Groups are more conflict-driven and task-oriented while teams are cooperative and goal-oriented. The document advocates for managing work instead of people to increase employee engagement.

2. 70% of the EMPLOYEES DON’T feel
VALUED by their EMPLOYERS

4. Various Reasons - ORGANIZATIONAL
1. Informal Communication System
2. Lack of Job Accountability
3. Job Security
4. Poor REWARD System
5. Prejudice BOSS
6. Highly Political Environment
7. Hierarchical Reporting Nodes
8. Poor Hiring and Staffing System
9. Group culture
10.Above all ………….PLEASE & FEED The AUTHORITY….

5. Various Reasons - PERSONAL
1. Job Compulsion - Easy
2. Low Self Esteem - Inferiority complex
3. Low Self Realization
4. State of Delusion (Creative/Hardworking/Talented…)
5. High Expectations
6. Lack Initiative
7. Extrinsically Motivated
8. Work to please Authority
9. Task Oriented
10.Above all ……………………..WHY SHOULD I…….

9. GROUPS
Competitive – Task oriented

10. TEAMS
Cooperative – Goal oriented

11. GROUPS
Conflicts

12. TEAMS
Resolve

13. Why GROUPS are formed…
1. Human Nature
2. Security in NUMBER.
3. Common Vested Interest - Lack FOCUS
4. Emotionally Vulnerable – Low EQ
5. Sympathetic
6. Dependency Syndrome
7. Competition INSIDE – Cooperation - OUTSIDE
8. Focus on Counterproductive norms
9. Job Insecurity
10.Work to please the authority
11.Above all ……………………..WE ARE THE ONLY ….

14. Advantages of working as a TEAM
1. Coordinated Action
2. Security in Performance
3. Common Goal
4. Emotionally Strong – High EQ
5. Empathetic
6. Cooperation INSIDE – Competition OUTSIDE
7. Focus on ONLY on productive norms
8. Highly FOCUSED
9. Job security PERFORMANCE based
10.Work to WIN
11.Above all ……………………..WE HAVE TO ….

15. TEAM Competencies
1. Adaptability & Flexibility
2. Mutual Trust & Respect
3. Shared Vision
4. Rational approach
5. Mutual Performance monitoring
6. Self Regulating
7. Productive
8. Highly FOCUSED
9. Highly Coordination Interactions
10.Supportive

19. The Power of Engagement

20. Managing Energy NOT Time,
Is the Key to Performance,
Health and Happiness

24. The EXTRA MILE
Is a VAST UNPOPULATED
WASTELAND
Explore it …. Go there

25. 1. Belief in the organization
2. Desire to work
3. The bigger picture - Context
4. Respectful & Helpful
5. Willingness to ‘go the extra mile’

31. Engaged
Employees
Express..

32. Physically

33. Emotionally

34. Cognitively

35. Components of Engagement

36. Speak positively

37. Employee Advocacy

38. Desire to be part of..

39. Employee Commitment

40. Stretch LIMITS – do more

41. Discretionary Efforts

42. RIGHT FIT
Employee Engagement

43. TOUCHING HEART
Employee Engagement

44. In a research survey of more than 50,000
employees at 59 member organizations in 27
countries and 10 industries, done by
Corporate Leadership Council, has
demonstrated THE REAL BOTTOM-LINE
IMPACT of employee engagement.

45. Highly committed employees perform up to
20% BETTER and are 87% LESS LIKELY TO
LEAVE the organization than employees with
low levels of commitment.

47. Engaged Employees are BUILDERS

48. Not Engaged Employees are
TASK ORIENTED

50. Actively Disengaged Employees are
CAVE DWELLERS

52. Clear Expectations

53. Necessary Tools

54. Necessary Tools

55. Recognition & Praise

56. Caring

57. Encourage

58. WDYT

59. Big Picture

61. MANAGE THE WORK

62. MANAGE THE WORK
NOT THE PEOPLE

63. MANAGE THE WORK
NOT THE PEOPLE

64. Increasing Employee engagement

71. WHAT IS
MANAGING
PEOPLE?

73. WHAT IS
MANAGING
WORK?

77. Have bias for
ACTION

78. Explore the POWER
Of ENGAGEMENT

79. Thank You!
You can reach me at vinod.kr.sharma@gmail.com