NHRDN Virtual Learning Session on Employee Engagement

Naveen.kumar@pci-india.net

Unlocking Employee
Engagement
Webinar
By

Naveen Kumar
Chief Operating Officer
PCI-COFFMAN
2nd Nov 2011

11/4/2011 © People in Business (India) Pvt. Ltd. 2011

Employee Engagement

“Employee Engagement is an ‘outcome-based’ concept. It is the term
which is used to describe the degree to which employees can be
ascribed as ‘aligned’ and ‘committed’ to their organization such
that they are at the most productive.”
~The International School of
Human Capital Management
-definition released in 2006

Many Definitions – Many Interpretations

Employee Engagement Matrix
(Alignment vs. Commitment)
High
X √

Alignment X √ √

X X X

Commitment High
Adapted from – Journal of Applied Human Capital Management
Volume 1 No 1 2007

Many Definitions – Many Interpretations

The New Rationale for Engagement

Engagement is no longer about “feel good” practices…

– “Grab them by their P&L's and their hearts and minds will follow”
– “We had a compelling reason to change. Our financials and customer
service were horrible.”
– “ROI”
– “Demonstrating the link to business strategies and identifying the
right metrics”
– “Organizational survey results reflected employee engagement as a
primary driver of intent to stay”
– “Linkage to guest satisfaction and financial performance”
Many Definitions –not an expense”
– “Human capital as an asset
Many Interpretations

So then…..What is Employee Engagement?


Employee Engagement is…….


As a manager, no matter what work we do, engagement has huge
impact on our results.
Imagine you were the coxswain of this team!

How do we get all to row in the same direction towards the destination ?


Ever wondered ?

Facts :

1.Human beings are “messy”. They have unique
emotions, motivations and styles and bring them all
into work.

2.Managers have less control today than ever
before. Managers are always asking “how do I get
people to do the right thing when I’m not there?”

3.Managers have to create performance and avoid
chaos, something which is extremely challenging in
light of the first 2 facts.

So what should your organization & its
managers do to manage?


What did your Great Manager do ?


Relationship is the “glue” of management.

People really don’t reach their full potential unless they have the trust and
commitment of another person. That person is usually their manager.

Can we measure & manage this ???


How do great managers manage?

1. Focus on the right outcomes – not the steps or
the means. Don’t tell people “how to do” their jobs- to
do so will crush diversity and the benefits which come
with it.

2. Embrace the difference that people bring to
work, and help them focus on the outcomes they
want to achieve and find their own ways to achieve
those outcomes;

3. Managers do not have to create an environment
where everyone is happy or satisfied, but they do
need to create performance: Get the outcomes
people are focusing on aligned with the performance
your desire.


Dimensions – That Differentiate High
Performing Cultures

1. Growth
2. Relationship
3. Customer Focus
4. Measurement


“I know the outcomes for which I am accountable.”
“My manager really knows me.”
Local Cultural

“My talents and abilities are fully utilized.”
Little C

“My successes are recognized by my manager and coworkers.”
“My manager does a good job of coaching me to build on my strengths.”
“Of all the managers I’ve had, my current manager is the best.”
“Every day, I see clearly the value that I bring to this organization.”
“I am a member of one of the strongest teams in this organization.”
“In the past year, I have grown professionally more than any other year.”
Macro Culture

“I am extremely satisfied with this organization as a place to work”
Big C

“I have full confidence in our leaders’ decisions and direction.”


In Sum…
What attracts great employees –
Manager, Environment (Those who
focus on those are who can give)

What attracts average employees –
Money, Recognition (Those who focus
on those are who take)

If I feel that I have no options – that
feels detached….

There is something that attracts great
employees – our study shows…

Great vivid cultures

Can we measure and manage this –
YES !!!

About Us
We are a premier international organization on high-performance culture and
employee, manager and leadership research and management.

Our research has been published in the Wall Street Journal, Harvard
Business Review, Fortune, The Economist, and the Washington Post.

Our leadership comprised of senior consultants and academic experts with over 100
years of experience and authors, including Curt Coffman
(co-author of First, Break All the Rules and Follow This Path).

Copyright
This document contains proprietary research, copyrighted materials, and literary property of The Coffman Organization. It is for the guidance of your organization only and is not to be
copied, quoted, published, or divulged to others outside of your organization. Employee Engagement 2.0© (EE 2.0©) is a trademark of The Coffman Organization, Denver, Colorado.
This document is of significant value to both your organization and The Coffman Organization. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright,
trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document.
No changes may be made to this document without the express written permission of The Coffman Organization.

Thank You Naveen.kumar@pci-india.net

NHRDN Virtual Learning Session on Employee Engagement

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