Employee Engagement is now a days the most important topic in corporate world.

1. Employee
Engagement
Aleya Pervin Leena
HR Specialist, Trainer , Career
Counsellor

2. “Whether you are a CEO or a supervisor, the
place to start is yourself. Engagement is
contagious. If you are engaged in what you
are doing, people pick up your excitement
and will want to join you”.

3. What according to you in
Engagement?

4. What is Engagement
• Employee Engagement is a measureable degree of an employee's positive
or negative emotional attachment to their job, colleagues and organization
which profoundly influences their willingness to learn & perform at work.
• An "engaged employee" is one who is fully involved in, and enthusiastic
about, his or her work and thus will act in a way that furthers their
organization's interests
• Engagement is seen as a positive attitude to the job and it is distinguished
from both job satisfaction and commitment. It is more temporary and
volatile than commitment, which is a more stable perception.
© Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39

5. What is Engagement
• Employee Engagement is the means or strategy by which an organization
seeks to build a partnership between the organization and its employees,
such that:
- Employees fully understands and is committed to achieve the
organization's objectives, and
- The organization respects the personal aspirations and ambitions of its
employees.
• A definition of a fully engaged employee
- Is intellectually and emotionally bound with the organization
- Gives 100 percent
- Feels passionately about its goals and
- Is committed to live by its values.
• The employee goes beyond the basic job responsibility to delight the
customers and drive the business forward

6. • Employee Engagement is a deep and broad connection employees
have with an organization that results in a willingness to go beyond
what’s expected of them to help the organization succeed.
• This connection occurs at 3 levels:
• The Rational (the head)
• The emotional (the heart)
• The motivational (the hands)

7. Employee Engagement!
•KNOW THEM
•GROW THEM
•INSPIRE THEM
•INVOLVE THEM
•REWARD THEM

8. Why Employee Engagement??
An engaged employee is aware of business context,
and works with colleagues to improve the job
performance for the benefit of the organization
Defined as the level of commitment and involvement
an employee has towards their organization and
values
Engagement is closely related to job involvement and
flow

9. Employee Engagement holds a very important position, few key benefits
include:
• Better Performance - Engaged employees work smarter, not harder. They
keep looking for ways to improve performance at their workplace. This
means more sales, lower costs, better quality and innovative products.
• Better Communication - Engaged employees communicate – they share
information with colleagues, they pass on ideas, suggest and advice and
they speak up for the organization. This leads to better performance,
greater innovation and happier customers.
• Greater Customer Satisfaction – Engaged employees go out of their way to
meet customers’ needs. Customers aren’t slow to notice and this leads to
higher levels of repeat business, at a good cost.
Why Employee Engagement??

10. Why Employee Engagement??
• Better Team Working - Employee engagement is about increasing the
employees connection with the principles, strategies, processes, culture and
purpose of the organization. It is a matter of commitment and
encouragement. It is a matter of focusing on business results, and the
employees having a clear sense of responsibility for delivering on the
business agenda.
• Greater Commitment - Engaged employees care about the future of the
organization they work for, they feel proud to work for their company and
they get on better each day with their colleagues.
• Lower Employee Turnover and Greater Ability to Recruit Great People –
Higher engagement leads to low attrition, they actively seek out new people
who they believe can help the company get even better.

11. Categories of Engagement

12. Categories
of
employee
engagement
Actively
Engaged
Actively
disengaged
Not
engaged

13. Actively Engaged
Known as the builders
Realize their role expectations and
strive to meet and exceed them
Perform consistently at high levels
Passion, innovation at work are some of their traits

14. Not Engaged
Concentrates more on the tasks rather than goals and
outcomes
Tends to feel that their contribution is being overlooked
and their potential is not being tapped
An unproductive relationship with managers or co-
workers exist

15. Actively Disengaged
Cave dwellers and are “virtually against everything”
Being unhappy at work they sow seeds of negativity at
every opportunity
Undermine the accomplishments of engaged coworkers
Cause great damage to an organizations functioning

16. HewittModelOfEngagement
Behavior:
engaged employees have an intense
desire to be a member of the
organization
EOS Questions:
• It would take a lot to get me to
leave this organization
• I rarely think about leaving this
organization to work somewhere
else
STRIVE
Behavior:
engaged employees use extra effort
and engage in behaviors that
contribute to business success
EOS Questions:
• This organization inspires me to do
my best work every day
• This organization motivates me to
contribute more than is normally
required to complete my work
STAY
Behavior:
engaged employees consistently speak
positively about the organization to
co–workers, potential employees and
customers
EOS Questions:
• Given the opportunity, I tell others
great things about working here
• I would not hesitate to recommend
this organization to a friend seeking
employment
SAY

17. Factors in Employee Engagement

18. Hewitt: Engagement Framework : Six Categories
to Drive Engagement
People
• Senior Leadership
• Manager
• Coworkers
• Customers
Total Rewards
• Pay
• Benefits
• Recognition
Company Practices
• Policies & People Practices
• Performance Assessment
• Company Reputation
• Work
• Resources
• Processes
Work
Opportunities
• Career Opportunities
• Learning & Development
Quality of Life
• Work Life Balance
Engagement

19. Sibson’s Engagement Framework

20. Importance Of Engagement

21. Attritionratereduces
HigherProductivity
Engaged employees
are 50% more
productive than
colleagues who are
not engaged
LowerCosts
Dissatisfied
employees lead to
more absenteeism
thus leading to
higher loss in
production for the
company
Innovation
Employee
engagement drives
innovation and
optimism

22. Gallup Study : Importance of Employee Engagement on
Organization Economics
What the best organizations do
differently?
1. Strategy
2. Accountability & Performance
3. Communication
4. Development

23. Importance of Employee Engagement on Organization Economics

24. Methods of engaging employees – from entry to exit

25. Methods of engaging employees – from entry to exit

26. Methods of engaging employees – from entry to exit

27. Methods of engaging employees – from entry to exit

28. Measuring Employee Engagement
Listen
Measure current level of employee engagement
Know the degree of employee engagement

29. Measuring Engagement : Hewitt Methodology
Strongly
Disagree
(1)
Disagree
(2)
Slightly
Disagree
(3)
Slightly
Agree
(4)
Agree
(5)
Strongly
Agree
(6)
1. It would take a lot to get me to
leave this company.
2. I would not hesitate to recommend
this company to a friend seeking
employment
3. This company inspires me to do my
best work every day
4. I rarely think about leaving this
company to work somewhere else
5. Given the opportunity, I tell others
great things about working here
6. This company motivates me to
contribute more than what is normally
required to complete my work

32. Survey Analysis

33. Self Reflection
• Think about your own colleagues, teams & departments –
Are they:
• routinely going the extra mile?
• learning new skills?
• helping your organization meet its goals?
• understanding the role they play in the organization’s success?
• feeling adequately appreciated and rewarded?
• believing leaders have a sincere interest in their well being?

34. Self Reflection
• As a leader and a direct manager of others, do you:
• motivate people to go the extra mile?
• help people in the organization develop new skills?
• inspire employees to do what it takes for success?
• inform people about how they contribute to the organization?
• show appreciation & recognize the efforts of work well done?
• care about the people who work for the organization & for you
?

35. Managers Role in Driving Engagement

36. Recruit & Select the Right Talent for Right Position:
Managers should look into :
1. Candidates relevant work history, should brainstorm to gauge the facts.
2. Candidates relevant experience should match with the current level of position.
3. Should review the past achievement levels and match it with current requirement.
4. Should gauge the candidates willingness & flexibility to merge with the culture.
5. Pick ‘Oh Yes’ attitude candidates during hiring as the new hires today will become team members
for next new hires.
How Managers can Drive Engagement?

37. Coaching:
Coaching is a communication process that develops awareness, personal accountability and trust. It
facilitates individuals’ and teams’ learning and performance and creates meaningful experiences in
the workplace.
Two primary skills of the ‘Coaching’ process:
1. Listening: The coach listens attentively and openly to employees’ concerns and feedback.
2. Questioning: Rather than giving advice or telling employees what to do, the coach asks a range of
questions that get at the core of the issue. Through the questioning process, employees identify
their own conclusions and develop solutions based on the answers they give.
3. If you have Super Starts in ‘Oh No’ category, council them for better results.
How Managers can Drive Engagement?

38. Communicating Clear Objectives:
When Managers get his list of annual objectives, he can follow two approaches:
1. Devise his own plan and distribute tasks accordingly.
2. Managers can communicate the years objectives to his team, ask for their suggestions and
feedbacks and then work with them to formulate a strategy and delegate responsibility.
• In the first approach, managers “tell” employees what to do. In the second approach, managers
“coach” employees to develop optimal solutions and are almost surprised at the results.
• When employees are more involved in the goal setting process and have a say in how they will
contribute, they typically exhibit greater creativity and are willing to be more accountable for
achieving their goals.
How Managers can Drive Engagement?

39. Team Developing Initiatives:
With the work reviews, Managers should identify the strengths and weaknesses of their team
members and initiate development activities like:
1. Recommend for Project specific trainings
2. Guidance for technical certifications which adds to individual and project success.
3. Nominate for Soft Skill Training Programs
4. Motivate to participate in Employee engagement initiatives and knowledge initiatives like
5. Fare distribution of work load and ensuring work – life balance
6. Supports and encourages team members to share their point of opinion
How Managers can Drive Engagement?

40. ‘Pygmalion Effect’ :
1. Managers behavior modulates their team performance – what you believe about your people is
what they will turn out to be.
2. The Pygmalion effect enables staff to excel in response to the manager’s message that they are
capable of success and expected to succeed.
3. Can you imagine how performance will improve if your supervisors communicate positive
thoughts about people to people? If the supervisor actually believes that every employee has the
ability to make a positive contribution at work, the telegraphing of that message, either
consciously or unconsciously, will positively affect employee performance.
How Managers can Drive Engagement?

41. Top Ten Global Engagement Drivers
• Senior management’s sincere interest in employee well-
being.
• The opportunity an employee has to improve skills.
• The organization’s reputation for social responsibility.
• Opportunity to provide input into decision making .
• An organization’s ability to quickly resolve customer
concerns.

42. Top Ten Global Engagement Drivers
• An employee’s readiness to set high personal standards.
• Excellent career advancement opportunities.
• An employee’s interest in challenging work.
• An employee’s relationship with her supervisor.
• The organization’s encouragement of innovative thinking.

43. • Know your employees
• The More you Care, the More will They
• Meaningful Work – The Work Itself Motivates
• Develop Commitment
• Manage Expectancies – “The Expectancy Manager”
• Challenging but achievable Goals
• Build Willpower
• Transparency – Transparency in any work holds a very important position.
Associates are very keen and hold a right to know whatever is happening
in the organization and what their efforts means to the authority. This
means the top management has to be on toes and share all the
information with their team members and subordinates.
Role of Top Management

44. • Role Model – The top management plays a very important role as being the
idol for the associates. They need to walk on the path before telling others to
follow.
• High Performers Club - An internal pool of extraordinary talent who can
occupy leadership positions helping meet the future growth requirements.
For this provide them learning and career advancement opportunities
through Structured Conceptual Inputs, Cross-functional Assignments,
Knowledge-sharing Sessions, Cross-functional Exposure and Job enrichment.
• Fast Track Program - Fast Track Program is designed to retain the high
potential associates who are the key contributors towards influencing,
motivating, and attaining new business lines & growths, achieving the
desired effectiveness and success of the organization.
Role of Top Management

45. Thank you!