The document discusses employee engagement and provides strategies for improving it. It notes that disengaged employees cost companies money and that employee engagement is not created by high salaries, satisfaction, or away days alone. The document introduces a model called the "extraMILE" model that identifies eight factors that create employee engagement: leadership, infrastructure, motives, efficacy, brand, culture, alignment, and performance. It then outlines a journey an organization can take using the extraMILE model and tools to assess, improve, and sustain high levels of employee engagement. A case study is presented of a company that used the extraMILE program and increased employee engagement by over 7.5% in 12 months.

1. How To Make Your People Great
Putting Employee Engagement Into Practice

2. Is there a problem with Employee Engagement?
According to research by Gallup, each disengaged employee costs at least £1,500 per
year. Based on research showing that 70% employees are disengaged, that amounts to
just over £100,000 lost for every 100 employees on the payroll…
We think something should be done about that!

3. NB: Employee Engagement is NOT created by…
BigSalaries
High
Satisfaction
Great Statistics
Away-days

4. NB: Employee Engagement is NOT created by…
BigSalaries
High
Satisfaction
Great Statistics
Away-days

5. The employee perspective:
An individual’s emotional
connection with their employer
and its purpose, that releases
increased levels of performance
and fulfilment.
The organisation perspective:
The alignment of people
with the organisation’s vision,
values and priorities, for
improved performance.
Employee Engagement – two perspectives

6. The employee perspective:
An individual’s emotional
connection with their employer
and its purpose, that releases
increased levels of performance
and fulfilment.
The organisation perspective:
The alignment of people
with the organisation’s vision,
values and priorities, for
improved performance.
Employee Engagement – two perspectives

7. Which comes first…?
Do high levels of Employee Engagement
improve performance?
does high performance
create higher levels of
engagement?
or…

8. Engagement drives performance: the evidence
In summary,
engaged employees…

9. So why are ⅔ of UK employees disengaged?

10. Some common barriers to high engagement
Research shows that…
21%
66%

11. The first million dollar question…
How do you knock down/remove/break through/eliminate those barriers?

12. Three vital roles in breaking through…
The employer’s role:
Responsibility for creating
an environment and
climate that fosters
employee engagement
rests with the employer.
The employee’s role:
Engagement isn’t
something
you can do to people;
responsibility for choosing
to be engaged rests with
the employee.
Successful break-through depends on employers,
leaders and employees all playing their part
The leader’s role:
Responsibility both for
communicating and
modelling the vision,
values and priorities of the
organisation rests with the
leader.

13. The employer’s part…
Organisation
Shared purpose…
Clearly expressed values…
Clear expectations of performance…
Opportunities for career and
professional development…
Fair salary…
Work/life balance…
Appropriate resources…
Effective onboarding
procedures…
and … Engaging leaders…
Providing, for example:

14. The leader’s part…
Inspiring

15. The employees’ part…
Employees
Appropriate work/life balance…
Paying attention to:
Developing own capabilities …
Maintaining motivation and
interest…
Attitude to organisation and
colleagues…
Willingness to ‘go the extra mile’…
and… Aligning ones own goals with
the organisation's priorities…

16. Employees
Organisation
Alignment - the pivotal cog…

17. The second million dollar question…
How can
you achieve…
…?

18. The extraMILETM
model demonstrates…
… the 8 factors that create
employee engagement
… the 2 key perspectives:
organisation and employees
… and the critical determinant of success:
ALIGNMENT between employees and the organisation

19. The extraMILETM
model unpacked
Leadership
The vision, values and priorities
that drive action
A clear
organisational vision is
essential if people are going
give of their best and achieve
what the organisation strives for.
The organisation’s shared values
(when aligned with those of the
individual employees) enable everyone to
work together to deliver results according
to the priorities the organisation has set.
This, in turn, enables everyone to deliver the
results expected.

20. Infrastructure
The systems, structures and
resources that enable action
These are the
foundations on which
a successful organisation is
built. Effective systems and
processes provide consistency and
enable quality standards to be
maintained. They must be fit for purpose
so that every employee is enabled to
deliver the results expected of them.
Resources range from people through to
plant and products essential to running the
organisation.
The extraMILETM
model unpacked

21. The extraMILETM
model unpacked
Motives
The personal values and beliefs
that drive action
Your values are part of your inner make up,
rooted deeply in who you are. They can
help you take action in situations that
are new to you. Beliefs develop through
(and can be significantly influenced
by) your environment and personal
history, as well as your values, so
they can help you take action
based on previous
experience.

22. The extraMILETM
model unpacked
Efficacy
The strengths, skills and
competencies that enable action
Efficacy is more than “being effective”. It arises
from the combination of factors that enable
you to perform. Strengths are your natural,
inbuilt abilities; building on those, your
skills and competencies are learned
and develop over time, as you gain
appropriate experience and take
regular, structured development
opportunities.

23. The extraMILETM
model “cross-over points”
Brand
“What makes you, you.”
Your personal brand combines your efficacy and your motives, bringing together
what you’re good at and what you love to do. A strong, positive personal brand is a
critical factor in your success; it is what marks you out as being different and it
describes your uniqueness.
Brand

24. The extraMILETM
model “cross-over points”
Organisational Culture
“What makes us, us.”
Culture is a critical factor in how effectively individual and organisational values and
priorities are aligned. Every organisation has a culture; it is vital that action is taken to
ensure that the culture is 'fit for purpose.’ The culture grows as the vision, values and
priorities are lived out day-to-day in the environment created through the
organisation’s infrastructure, systems and processes.Culture

25. The extraMILETM
model “cross-over points”
Alignment
“The relationship between
individual and organisation.”
Alignment describes where the
organisational leadership (vision,
values and priorities), and what really
matters to individuals, come together.
Successful organisations understand
the importance of aligning individuals
and organisations; good alignment
between both leads to increased
employee engagement, and arises
from it too.
Alignment

26. The extraMILETM
model “cross-over points”
Performance
“Delivery against expectations.”
Ultimately, every organisation exists to
achieve some over-arching purpose.
Whether it is measured in terms of
finance, profit, service delivered or
altruistic objectives met, every
organisation that wants to survive and
grow has to deliver results. To do so, it
must have a clear focus on its
performance objectives and measures,
and on every employee playing their
part.
Performance

27. The extraMILETM
journey
The Emenex Employee Engagement
Cycle can take you on a step-by-step journey to
creating and sustaining high levels of employee
engagement within your organisation.

28. The extraMILETM
journey
Prepare to Engage
Where the vision,
values and priorities of the organisation
are not articulated clearly, the end becomes more
important than the means. Processes and structures that are not
aligned with the vision, priorities, values and expectations of the organisation
create barriers to performance. The Organisational Readiness Assessment identifies gaps
in the articulation and alignment of the vision, values, organisational priorities and goals with its systems,
structures and resources.

29. The extraMILETM
journey
Take the Pulse
The starting point
for the engagement journey begins with
understanding the current situation - how employees
feel about the support they receive from the organisation and how
this, in turn, supports the expectations placed upon them.
The extraMILE™ Employee Engagement assessment tool provides a visual summary of the levels
of engagement across all eight factors defined within the extraMILE™ model, providing a starting
point from which higher levels of engagement can be built.

30. The extraMILETM
journey
Build Strategic
Intent
The foundation stones
of employee engagement are the vision, values
and priorities of the organisation. The responsibility for
establishing these foundations lies firmly with the senior leadership team.
Engaging the senior leadership team in clarifying and communicating the organisation’s
vision, values and priorities is an important step that is often overlooked.

31. The extraMILETM
journey
Create
Organisational
Alignment
Systems, structures
and resources, built around the
vision and values, enable high levels of
organisational engagement and performance. Building
clear role-profiles, based around the expected skills, competencies and
values for each role, sets out expectations that each employee can understand and
follow. Performance assessment and career development processes, aligned to a clear set of
standards and expectations, provide a clear line of sight for each employee to the vision and priorities of the
organisation. Employees can then be empowered to manage their own performance and development.

32. The extraMILETM
journey
Involve and Align
Employees
Empowering employees
to take charge of their development
and aligning this to the needs and expectations
of the organisation is central to establishing high levels of
Employee Engagement. The extraMILE™ Foundation Workshop enables
employees to align their personal brand with the culture of the organisation, and create a
high quality Personal Development Plan. Each employee learns to lead a development discussion with
their line-manager; this is the bedrock of the development and performance journey.

33. The extraMILETM
journey
Embed the
Culture
Managers are developed
to become supportive rather than
directive. Coaching, communication and team
leadership skills become increasingly important as the
organisation begins to perform at these higher levels. Collating the
development needs of individuals establishes an organisation-level development plan,
focused on aligning the personal, professional and technical needs of each employee with the
priorities and expectations of the business. This strategic level development plan becomes a focal point for the
organisation, stretching individuals to higher levels of performance and motivation.

34. The extraMILETM
journey
Review and
Renew
This final step
elevates the process into a
continuous cycle of improvement, maintaining
employee involvement and demonstrating that the
organisation values individual contributions. Through on-going bench-
marking and individual coaching , the organisation can better understand ongoing levels of
engagement. As communication, trust and commitment grow, issues are spotted sooner and
action taken earlier. This further strengthens the bond between employees and the organisation and
embeds the cycle of performance and engagement for the long term.

35. Does all this solve the problem?
The third million dollar question…

36. Ask someone who knows!
Overall employee engagement levels have increased by over 7.5% during the past
12 months. More than that, Twogether has become an even more energised and
exciting place in which to work. The extraMILETM programme has unleashed the
potential of our workforce by empowering them to take responsibility for their
own development and is also helping us identify future leaders for the organisation.
We chose Emenex because they listened to our
aspirations for our workplace and were willing to tailor
their extraMILETM Programme to meet our needs. We were
impressed by the robustness and completeness of the whole
extraMILETM programme and have been delighted with the
impact the programme has had on our business and people.
Kirsty Gilchrist
Managing Director, Twogether Creative Limited:

37. Are you ready to engage…?
T: +44 (0)8450 523 593
E: info@emenex.co.uk
D: Download the full white paper on which
this presentation is based here.
D: Download the case study from
Twogether Creative here.
W: www.emenex.co.uk