Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
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Employee Engagement
1. Purpose
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âŻWelcome to our presentation on
Employee Engagement. Our purpose is
to offer alternative perspectives on the
definition of employee engagement and
how to best to increase it from our global
experience.
âKeeping employees happy seems like
common sense but the formula for
achieving engagement is still elusive.â
2. Overview
âŻWhat We Think Engagement Is
⯠What are factors in engagement?
âŻCulture vs. Strategy
⯠Is engagement just a management strategy?
âŻThe Stakeholder
⯠What is the employeeâs role in engagement?
âŻCase Stories
âŻIncreasing Engagement? Get Involvement.
⯠What gets engagement results?
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3. What We Think It Is
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What are the key findings related to
engagement in 2014? Do the questions
define what engagement is?
5. What is Engagement
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Satisfaction is
NOT the same
as Engagement.
Employee Satisfaction: A measure of an employeeâs âhappinessâ level
at their current job, mostly around factors of job security and family
benefits. Overly satisfied employees are not necessarily productive.
Employee Engagement: A measure of an employeeâs emotional
commitment to their organisation, the amount of effort an employee
is willing to expend on behalf of the organisation.
6. Critical Success Factors
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What makes employees go the extra mile for their
organisation? According to our UAE studies:
âŻFeeling Valued
⯠Fairness, Respect, Voice is Heard
âŻHigher Purpose
⯠The job is contributing to a noble goal
âŻAbility to Trust and Be Trusted
⯠Every managerial action / decision must
build trust as a foundation for action
8. Strategy Out, Culture In
âŻHot Prediction: The days where CEOs
cascade strategy down the organisational
hierarchy are numbered.
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âThis is our new
pricing strategy.
Roll it out.â
âHeâs really out of touch if
he thinks this will work with
our B and C customers.â
9. Effects of Strategy vs. Culture
âŻStrategy Aims for
Satisfaction
⯠Imposed without
consent
⯠Increase happiness
and job security
⯠Business goal is to
maintain retention
⯠Absenteeism, sick
days measured
⯠Problems sought and
diagnosed by a few
âŻCulture Aims for
Engagement
⯠Embedded in all
through involvement
⯠Increase commitment
to take action
⯠Business goal is to
equate individual
identity to Companyâs
⯠Focus on measuring
the impact of trust
⯠Positive futurising
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10. Best Practice Examples
âŻGoogle
⯠Hiring based on consensus and culture fit
⯠Do not measure absenteeism or sick days
âŻZappos
⯠Offer $2500 not to join the Company if they feel they
canât fit or add value
âŻTHE One (Paper I wrote available via email)
⯠Involvement in âOnederworldâ CSR program
âŻDubai Land Department
⯠âSeehaam Dayâ for paraplegic employee who won a
Gold medal in Paralympics
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12. Whatâs In It for Me?
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Satisfaction Engagement
Culture
For the Satisfied Employee:
Job Security, a Steady
Income, Happiness,
Contentment, Do whatâs
minimally required.
Satisfied individual employees:
⯠Wait till the end of the month for pay day
⯠Will move for 5 more Dirhams next door
⯠Look for promotions rather than learning
⯠Act mainly to avoid fear and anxiety
13. Whatâs In It for Me?
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Satisfaction Engagement
Culture
For the Engaged Employee:
Passion, Making a Difference, Free
Will to Act, Inspiration, Pride,
Trust, Community Spirit.
Culture makes it possible for
employees to deal with anxiety.
Only through an Engagement Culture at the
workplace can individual employees:
⯠Face fear and take risks, ego matters less
⯠Love what they do, go the extra mile
⯠Relate their job to something higher
⯠Deal with anxiety through peer support
14. What is My Responsibility?
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Satisfaction Engagement
Culture
of
âYouâ
For an individual to be truly engaged at
their workplace, they must:
⯠Know themselves and what they love
⯠Look at failure as just a result
⯠Initiate and demand insatiable learning
⯠Offer unique questions and perspectives
Many a time, organisations offer
various platforms but employees
donât engage with them. Why?
âWeâre here to get through the
day, the coffee is really good here
though!â
15. Start Engagement Early
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Satisfaction Engagement
Culture
Hire for culture fit and values, not
just skills and experience.
âDo we want to hire an employee
who can be satisfied or one who
will be engaged?â
Engagement happens when people are in
alignment with their Companyâs culture.
Build and design your Company culture
deliberately in order to attract those who
are most likely to be engaged within it, and
they will give you their best.
17. Case 1: Electronics MNC
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CHALLENGE( RESULT(
⯠UAE office with lowest employee
satisfaction among all global offices.
⯠Task was to find out what quick fixes
can be done to bring up the score.
⯠Dutch management, Indian
employees â huge cultural divide.
⯠Management realized that a lack of
consideration for employee vacation
time translated into âOur Managers
donât respect our family valuesâ.
⯠Immediate shift in attitude and letting
go of controlling employee time.
PROCESS(
⯠After confidential individual interviews results were reported, we facilitated a
philosophical dialogue between management and employees.
⯠Personal stories shared where Management realized there was a fundamental
difference between how they saw life and how their people saw it.
⯠Commitments to make âunderstanding perspectiveâ a part of their culture.
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18. Case 2: TV Network
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CHALLENGE( RESULT(
⯠Human Resource Office was
ineffective with no authority.
⯠Dissatisfaction among different sub-
cultures for different reasons.
⯠Company growth so fast, business not
coping in terms of managing people.
⯠Company found that they had an
overarching cultural attribute that of
âcareâ and âfamilyâ.
⯠The common facet of care united the
sub-culture groups of Admins and
Creatives under one key value.
PROCESS(
⯠Focus groups conducted throughout all levels to discuss engagement issues.
⯠95% of all people reported that they loved working at the company because of the
âpeople here care about youâ factor.
⯠Tussle between Administrative staff and Creative employees brought to the
limelight because of their opposite work styles.
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19. The Best Way to Engage
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What are the latest trends in managing
change in such a way that it creates
engagement? Is the Middle East ready?
20. Large Group Dynamics
âŻCompanies all over the world are embracing
large group interactive events that create
paradigm shifts and increase engagement.
⯠Collect data through surveys, interviews, focus
groups, 3rd party builds trust within the system.
⯠Create 2.5 day offsite agenda with an internal design
team where 100s get together in the same room.
⯠The focus is on business goals, but the process has
profound effects on sustained engagement! Why?
They are involved from A to Z and everyone matters.
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21. Engagement = Involvement
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âThis is our new
pricing strategy.
Roll it out.â âHeâs really out of touch if he
thinks this will work with our B
and C customers.â
Move from thisâŠ
To thisâŠ
âThe Bâs will shy away.
What do you say
Merchandisers?â
âIts worth a shot if our
margins are realized and
we get to save the tigers!
Whoop whoop.â
âHey the tea boy said he
saw a C almost going for
it to impress his own
customer!â
âA Showcase
Center? What
an idea!â A-HA!
22. Whole-System Transformationâą in Action
Real change happens dynamically when everyone is involved in
strategic decision-making for their level. The whole system is
responsible for change together and individual engagement rises.
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