Project presentation and last assignment of the course. Topic chosen; Employment Engagement. I chose this subject due to its tremendous impact within the workplace with enormous consequences in terms of productivity, employee performance, customer satisfaction and finantial success. The presentation is broken down in several matters as a introduction, engagemnet drivers, ways to build engagement and final indicators of engagement worldwide.

1. THEPEOPLEFACTOR
EMPLOYEE ENGAGEMENT

2. WHAT IS EMPLOYEE ENGAGEMENT?
Employee engagement is a concept that has become increasingly
mainstreamed into management thought over the last decade.
It is generally seen as an internal state of being – both physical and
emotional – that brings together concepts of:
- work effort,
- organisational commitment,
- job satisfaction and ‘flow’ (or optimal experience).

3. The Chartered Institute of Personnel Development (CIPD) describes
employee engagement as “a combination of commitment to the
organisation and its values plus a willingness to help out colleagues”.
Therefore, Engagement is very much a two-way process, based upon the
recognition of mutual needs and a certain degree of give and take:
EMPLOYER provides
Job satisfaction
Training
Equalopportunities
Flexible working
Fair pay
Regular communication &
consultation
ENGAGEMENT =
Higher productivity
Better trust &
cooperation
Greater ability to adapt
to change
EMPLOYEE provides
Hard work
Loyalty and motivation
Pride in a job well done
Flexibility
Understanding of bigger
picture
Regular feedback

4. This multi-faceted nature of employee engagement is well captured by
the Employee Engagement Consortium at Kingston University.
Here the researchers say that:
“Fundamental to the concept of employee engagement is the idea that
all employees can make a contribution to the successful functioning and
continuous improvement of organizational processes”.

6. EMPLOYEE ENGAGEMENT is about…
1. Creating opportunities for employees to connect with their
colleagues, managers and the wider organization.

7. 2. Creating an environment where employees are motivated to want
to connect with their work and really care about doing a good job.

8. WHAT HAPPENS WHEN EMPLOYEES ARE
ENGAGED?
There is evidence that engaged employees perform better than others,
take less sick leave and are less likely to leave their current workplace.

11. THE MACLEOD REVIEW, published in July 2009, found that engaged
employees often perform better in the following areas:
• customer service
• innovation
• adaptability
• quality and speed, productivity.

14. There are three types or dimensions of employee engagement:
- Intellectual engagement: the extent to which individuals are
absorbed in their work and think about ways performance can be
improved.
- Affective engagement: the extent to which people feel positive
emotional connections to their work experience and thus with the
company.
- Social engagement: the extent to which employees talk to colleagues
about work related improvements and change.

15. All this points to the conclusion that engagement can have a number of
dimensions and that what stimulates one group of employees to be
engaged may differ from another.
Employers have to understand the different drivers of
engagement in different parts of their business, especially difference
between occupations.
This is quite possible if a good employee engagement survey is used.
The engagement survey must be effective and
well designed and must have the confidence of the employees as well
as the senior managers.

16. CORE TOPICS OF A EMPLOYMENT ENGAGEMENT
SURVEY

17. EMPLOYEE ENGAGEMENT SURVEY MODEL

18. WHAT DRIVES ENGAGEMENT?

19. According to the “The MacLeod report” there are four ‘broad
enablers/drivers’ which are critical to gaining employee engagement.
These are:
1. LEADERSHIP
2. ENGAGING MANAGERS
3. EMPLOYEE VOICE
4. INTEGRITY

20. 1. Creating a vision. LEADERSHIP
•Macleod Engagement Driver 1:
“Leadership which ensures a strong, transparent
and explicit organisational culture which gives
employees a line of sight between their job and
the vision and aims of the organisation.”

21. Most workplaces HAVE A PLAN for the way work is organised which
sets future targets.
Creating a vision for the future is an ongoing priority because it tells
people ‘what’s happening’ – in other words, it gives a sense of purpose,
a reason for turning up to work.
•
ORGANIZATION PLAN GOALS

22. A CLEAR VISION will help people to make connections between:
• managers and employees
• the aspirations of the individual and the organisation.
Senior managers and employers often produce the plan that takes in
the bigger picture – in terms of products, customers and targets.
Line managers provide the local context for these plans – they
understand what the overall messages will mean to individuals and
their jobs.
WITHIN THIS
CONNECTIONS

23. Making connections between employees,
line managers and senior managers.
STRATEGY
• Senior
managers
create a
vision that
says “this is
where we
are going
and this is
how we are
going to get
there”
CONTEXT
• Line Managers
give the
local
context:
“this is
where you
fit in to the
big picture”
VOICE
• Employees
have the
oportunity
to say “this
is what I
think and
these are
my ideas”

24. 2. Understanding how to motivate
employees. ENGAGING MANAGERS
Macleod Engagement Driver 2:
Engaging managers who offer clarity, appreciation of
employees effort and contribution, who treat people as
individuals and who ensure that work is organised
efficiently and effectively so that employees feel they
are valued, equipped and supported to do their job.

25. Motivating and engaging the workforce means recognising the bond
between employers and employees.
This takes the form of a:
• LEGAL CONTRACT
• PSYCHOLOGICAL CONTRACT

26. LEGAL CONTRACT OF EMPLOYMENT
Sets out terms and conditions relating to practical, but very important
issues such as pay and holiday entitlement.
On a practical level, the Employment Rights Act 1996 requires
employers to provide most employees with a written statement of the
main terms of employment within two calendar months of starting
work.
EMPLOYERS
WRITTEN
STATEMENT
2 CALENDAR
MONTHS
EMPLOYEE

27. PSYCHOLOGICAL CONTRACT
Describes the more complex web of promises and expectations we all
form at work.
But many aspects of the psychological contract between employers and
employees are implied, rather than explicitly agreed in writing.
For example, THE COURTS have established that all employment
contracts also include the following terms:
• to maintain trust and confidence through co-operation
• to act in good faith towards each other.

28. HOW ARE THESE CONTRACTS OF EMPLOYMENT
ENFORCED AND MANAGED?
Research has shown that it is MANAGERS at the first tier of line management who have the
greatest influence on developing the levels of trust and co-operation that are critical to
good employment relations.

29. The personal interaction between line managers and the employees they manage is
particularly important in maintaining the psychological contract through:
• performance management (especially if linked to pay and reward)
• work-life balance and flexible working
• training and development and coaching
• communication and involvement
• openness and conflict management
• employee representation
How the line manager handles each of these areas will strongly influence the way an
employee feels about their place of work and how well they do their job.

30. The art of comunication. EMPLOYEE
VOICE
• Macleod Engagement Driver 3:
“Employees feeling they are able to voice their ideas and be
listened to, both about how they do their job and in decision-
making in their own department, with joint sharing of
problems and challenges and a commitment to arrive at joint
solutions.”

31. There is an art to communication.
Of course, it helps if there is an effective policy in place for how you
will inform, communicate and consult with your employees but good
communication is more than just a process.

32. Effective communication is
key
to:
- managing change,
- resolving conflict,
- tackling absence,
- dealing with disciplinary
and grievance issues,
- promoting equality
– it is the backbone running
through any organization.

33. The communication strategy will need to focus on reinforcing the
organisational narrative telling people where your business has got to
and what you are working towards and how.
But keeping always in mind that communication is a two-way process
Employees may become turned off by the company voice if they feel
they are not being listened to or they don’t have any direct input into
management decisions.

34. Employee voice can be expressed in many ways:
- INDIVIDUALLY in one to one meetings with managers,
- Via EMPLOYEE REPRESENTATIVES and TRADE UNIONS representing
the interests of employees.
- In TEAMS MEETINGS, WORKSHOPS (Less formal but also a good way
of giving employees and their representatives a voice in the major
issues affecting an organisation, such as pay and terms and
conditions of employment).
-
Ways of expression of the employee
voice

35. Your attitudes and values. INTEGRITY
•Macleod Engagement Driver 4:
“A belief among employees that the organisation lives
its values, and that espoused behavioural norms are
adhered to, resulting in trust and a sense of integrity.”

36. Many of the VALUES we share at work describe the way we expect to
treat each other.
There are two 2 types of values:
- Explicit values. They may be written down in policies.
- Implicit values. Reflect accepted social or cultural norms.

37. Some common organisational values include:
• equality and fairness: we respect each employee irrespective of their
race, sex, age, sexual orientation, religion or belief, or disability.
• two-way feedback and encouragement: managers give positive
feedback when appropriate and encourage staff to give their best.
• responsibility: everyone is given responsibility for aspects of their
work and managers are accountable for the decisions they make.
• openness: we welcome the views and opinions of employees and
their input into decision-making whenever possible.
• clarity: we try to provide strong leadership that gives a vision of
where we are going and explains where everyone fits in to the bigger
picture.

38. •All of these sound very good on paper but does
the behaviour of people in your organisation
support these values? Do managers practice
what they preach?

39. HOW TO BUILD EMPLOYEE
ENGAGEMENT?
Employee engagement is built on established evidence that gaining
employee commitment and attachment has positive benefits for the
organisation and employees themselves.

41. Engagement comes about when enough people care about doing a
good job and care about what the organisation is trying to achieve and
how it goes about doing it.
This caring attitude and behaviour only comes about when people;
- get satisfaction from the jobs they do,
- believe that the organisation supports them and,
- work with an effective line manager.

42. Work is based on a system of give and take.

43. THE EMPLOYMENT EXCHANGE
●THE EMPLOYER GIVES… ●THE EMPLOYEE GIVES…
●Equal opportunities ●Loyalty and comittment
●Fair pay ●Understanding of big picture
●Information and genuine consultation ●A willingness to develop skills
●Flexible working ●Good conduct
●Safe working environment ●Good performance
●Direction and sense of purpose ●Ideas and opinions
●

45. Reality. Why is it so hard to achieve good practice
adopted?
Many recent studies highlight how few employees are fully engaged, with alarming
numbers of staff in the UK, US and Australia reported as being actively disengaged.
The hidden cost of disengagement includes reduced productivity, increased
employee cynicism, loss of key talent, difficulties attracting the best talent and
unsuccessful change initiatives.

48. The survey was conducted in June 2015 in 13 countries, covering 1,000 workers, by the Marcus Buckingham Company