Workplace environment and its impact on employee performance
Employee Engagement1
1. Alignment -Can we achive
our organizations vision?
Capabilities - Do we have
what we need to succeed?
Engagement - Are we
committed?
2.
3. Employee Engagement
“This is about how
we create the
conditions in
which employees
offer more of
their capability
and potential.”
– David Macleod
4. Employee engagement is a workplace approach designed to ensure that
employees are committed to their organisation’s goals and values,
motivated to contribute to organisational success, and are able at the
same time to enhance their own sense of well-being.
6. Aligned with
organizations goals
Key Players of
department /
organization
Know their role
expectations and
strive to meet and
exceed them
Perform consistently
at high levels
Passion, innovation at
work are some of
their traits
Actively Engaged
7. 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
Not Engaged
8. Unhappy at work
they sow seeds of
negativity
Undermine the
accomplishments
of coworkers
Cause great
damage to an
organization
Actively Dis-Engaged
13. Culture/Attitudes
As the workforce is getting diverse, old methods of engaging are not so
effective
Understanding
Managers understanding play a key role in employee engagement &
retention
Measurement
Reliance on financial measures over people engagement
Leadership
Lack of a clear strategy
BARRIERS OF EMPLOYEE ENGAGEMENT
14. We had a compelling
reason to change. Our
financials and client
service were horrible
Demonstrating the link of
employee engagement,
business strategies and
employee performance
Linkage Happy Employee
performance to client
satisfaction and financial
performance
Organizational survey
results reflected to
employee engagement as
a primary driver
Selling
Employees
Engagement
15. MANAGERS ARE THE FIRST LINE FOR ENSURING THEIR
EMPLOYEES ARE ENGAGED.
Having a disengaged, unmotivated team is a manager’s worst nightmare.
Unfortunately, the most recent statistics on global employee engagement seem to
confirm that many employers are living that nightmare.
Only 13 percent of employees across the globe are engaged at work, according to
Gallup’s latest 142-country report on workplace engagement.
16. STRATEGIES TO IMPROVE EMPLOYEE ENGAGEMENT
Specific needs
The best way to fuel engagement is to identify which engagement needs
or profiles suit which employees by pinpointing specific needs to focus on
for each employee. One size does not fit all in terms of employee
engagement
17. Belonging
One way that leaders can ensure employees are engaged is to ensure
that they are thinking, “I belong here.”
An employee who feels as though she is part of her workplace’s
community and has an emotional connection to her organization will
be more engaged at work.
Ways to ensure that everyone on the team feels a sense of belonging
by soliciting ideas from everyone of the team, not just few “stars”.
18. Enjoyment
For many employees, engagement means having a little fun at the office
once in a while.
Creating a positive work environment that includes fun ways for
employees to interact will go a long way in engaging employees.
Whether this means having an occasional birthday or holiday celebration
in the office, or a more formal annual retreat, employees will have
something to look forward to other than the (let’s face it, occasionally
monotonous) daily grind.
19. Alignment
It’s important for leaders to acknowledge that their team’s efforts are
supporting a greater mission or purpose at work.
Let employees know specifically how their work is aligned with the
organization’s mission.
20. Recognition
Another key component of engagement is employee recognition.
Most employees want to be recognized by their managers for their
hard work.
Leaders who fail to implement reward systems do their employees
and their companies a disservice. Whether it’s a sizable annual
reward or some smaller form of recognition, such as a simple note
of thanks, managers should not underestimate the importance of
acknowledging employees’ successes.
21. Advancement.
Offering plenty of opportunities for employees to build their skills should be a
priority for leaders looking to increase engagement.
After all, talented employees don’t want to stagnate professionally—they want
to develop their skills, advance, and thrive. Companies can offer advancement
opportunities in a variety of ways, from promotions to in-house training, to
college-level courses that the company funds
