Half day training event held in Waterloo, Ontario.

1. Ramping up employee engagement
by Toronto Training and HR
May 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Definition
Contents 7-8
9-11
Three dimensions of engagement
Drivers of employee engagement
12-13 Achieving an engaged workforce
14-15 Enabling employees
16-17 Factors that correlate employee engagement to the
organization
18-19 Organizational involvement; support & challenge
20-21 Touchy-feely benefits
22-23 Hard business benefits of engagement
24-25 Metrics
26-28 Building trust
29-30 Policies and practices that contribute to engagement
31-32 Secrets of employee engagement
33-35 The employee engagement wish-list
36-39 Methods to increase engagement
40-41 Root causes of why employees cannot be engaged
42-44 Reasons for having no engagement strategy
45-47 Where senior management get it wrong
48-49 Taking responsibility
50-52 Implications for managers
53-56 Case studies
57-58 Conclusion and questions

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Definition
Page 5

6. Definition
What is engagement?
Motivation, satisfaction and commitment
Page 6

7. Three dimensions of
engagement
Page 7

8. Three dimensions of
engagement
intellectual engagement – thinking hard about the
job and how to do it better
affective engagement – feeling positively about
doing a good job
social engagement – actively taking opportunities
to discuss work-related improvements with others
at work
Page 8

9. Drivers of employee
engagement
Page 9

10. Drivers of employee
engagement 1 of 2
Having opportunities to feed your views upwards
Feeling well-informed about what is happening in
the organization
Believing that your manager is committed to your
organization
Page 10

11. Drivers of employee
engagement 2 of 2
SENSE OF FEELING VALUED AND INVOLVED
Involvement in decision-making
Freedom to voice ideas, to which managers listen
Feeling enabled to perform well
Having opportunities to develop the job
Feeling the organization is concerned for
employees’ health and well-being
Page 11

12. Achieving an engaged
workforce
Page 12

13. Achieving an engaged workforce
Show appreciation
Give feedback
Reward good work
Create an engaging atmosphere
Involve employees
Keep them up to date
Encourage suggestions and input
Link employee objectives to overall company goals
Encourage development
Use their talents
Page 13

14. Enabling employees
Page 14

15. Enabling employees
A job that is doable and challenging; a supportive
environment to work in
The right resources to do the job well
Sufficient training
Mechanisms to collaborate where necessary
Good performance management systems
The right work structures in place
Page 15

16. Factors that correlate
employee engagement to
the organization
Page 16

17. Factors that correlate employee
engagement to the organization
Productivity
Labour turnover
Earnings per share
Customer service/public services delivery
Profitability
Operating income
Innovation
Page 17

18. Organizational
involvement; support &
challenge
Page 18

19. Organizational involvement;
support & challenge
Low support High support
High challenge High stress Great
organization
Low challenge Apathy Complacency
Page 19

20. Touchy-feely benefits
Page 20

21. Touchy-feely benefits
Performance management and appraisals
Inductions
Learning and development
Communications
Health and wellbeing
Employee involvement and empowerment
Management capabilities
Career opportunities
Exits
Page 21

22. Hard business benefits of
engagement
Page 22

23. Hard business benefits of
engagement
Improvements in employee retention and
customer satisfaction
Higher productivity
Improved status as a top employer
Increased profitability
Reduced absenteeism
Page 23

24. Metrics
Page 24

25. Metrics
Ratio of engaged to actively disengaged
World-class organizations
Average organizations
Cost to the US economy
Page 25

26. Building trust
Page 26

27. Building trust 1 of 2
TRUST-BUILDING BEHAVIOURS
Communicates me openly and honestly, without
distorting information
Shows confidence in my abilities by treating me as
a skilled, competent associate
Keeps promises and commitments
Listens to and values what I say, even though he
or she might not agree
Co-operates with me and looks for ways in which
we can help each other
Page 27

28. Building trust 2 of 2
TRUST-BUSTING BEHAVIOURS
Acts more concerned about his or her own welfare
than anything else
Sends mixed messages so that I never know
where he or she stands
Avoids taking responsibility for action
Jumps to conclusions without checking the facts
first
Makes excuses or blames others when things don’t
work out
Page 28

29. Policies and practices that
contribute to engagement
Page 29

30. Policies and practices that
contribute to engagement
Employee involvement
Team working
Work-life balance
Page 30

31. Secrets of employee
engagement
Page 31

32. Secrets of employee
engagement
Recognition
Exciting work
Security of employment
Pay
Education and career development
Conditions
Truth
Page 32

33. The employee
engagement wish-list
Page 33

34. The employee engagement
wish-list 1 of 2
Lifestyle/work style balance and flexibility
Excellent leadership at the top
Work with the industry leader
Work with inspirational people (boss)
Work on ‘hot’ projects
Work with leading customers and suppliers
Opportunity to lead others
Recognition of ideas
Page 34

35. The employee engagement
wish-list 2 of 2
Excellent work environment (location/facilities)
International opportunity (travel)
Receiving positive feedback
Company-sponsored education
Financial rewards (salary/bonus)
Flexible benefits
Healthcare program
Sabbaticals
Page 35

36. Methods to increase
engagement
Page 36

37. Methods to increase
engagement 1 of 3
Flexible working
Remote working
Overtime pay or time off
Long service awards/stay bonuses
Separate salary structures for different sets of
employees
Performance-related pay market
adjustments/increases to base pay
Employee referral bonus
Special cash bonus/group incentives
Page 37

38. Methods to increase
engagement 2 of 3
Part-time employment with benefits
Job sharing
Compressed work week
Flexible retirement
Individual ad hoc bonus change commission
structure
Share option programme
Paying above market
Paid sabbaticals
Page 38

39. Methods to increase
engagement 3 of 3
Create a positive culture
Affirm the best
Turn strengths into talents
Help teams play to individual strengths
Adjust roles
Increase flow
Build rewards
Understand goal seeking
Support meaningful work
Page 39

40. Root causes of why
employees cannot be
engaged
Page 40

41. Root causes of why employees
cannot be engaged
Lack of inclusion
Feelings of deprivation and loss
Perceptions of vulnerability
No positive attachment to a boss or senior figure
History of the employer/employee relationship
Page 41

42. Reasons for having no
engagement strategy
Page 42

43. Reasons for having no
engagement strategy 1 of 2
Leader does not understand employee
engagement concept
Leader is not aware of business benefits
Leader is aware but does not believe there will be
a return on investment
Cost is prohibitive
Page 43

44. Reasons for having no
engagement strategy 2 of 2
Implementation of engagement strategy is too
hard
Lack of practical tools to help implementation
Don’t know where to start
Business culture acts as banner
Lack ability to measure impact
Page 44

45. Where senior
management get it wrong
Page 45

46. Where senior management get
it wrong 1 of 2
Not keeping promises saying one thing and doing
another
Honest, open communication
A lack of courage to tell it like it is
Not walking the talk
Rewarding/promoting the wrong people
Page 46

47. Where senior management get
it wrong 2 of 2
IF I WAS IN CHARGE FOR THE DAY…
Talk to the people
Listen to the people
Ask them ‘what should I stop doing?’
Page 47

48. Taking responsibility
Page 48

49. Taking responsibility
WHY IS IT IMPORTANT?
Being enabled, encouraged and expected to take
full responsibility for a piece of work shows respect
It is a fantastic way to develop skill and ability
When people take responsibility it becomes their
organization, not just somewhere that they go to
between 9 and 5 (or 8 and 6 etc.)
Page 49

50. Implications for managers
Page 50

51. Implications for managers 1 of 2
EMPLOYERS SHOULD CONSIDER THAT
Allowing people the opportunity to feed their
views upwards is the single most important driver
of engagement
Keeping employees informed about what is going
on in the organization is critical
Employees need to see that managers are
committed to the organization in order to feel
engaged
Page 51

52. Implications for managers 2 of 2
EMPLOYERS SHOULD CONSIDER THAT
Having fair and just management processes for
dealing with problems is important in driving up
levels of performance
Page 52

53. Case study A
Page 53

54. Case study A
Page 54

55. Case study B
Page 55

56. Case study B
Page 56

57. Conclusion and questions
Page 57

58. Conclusion and questions
Summary
Videos
Questions
Page 58