Developing effective, best practice Employee Engagement practices, process and strategies

1. EFFECTIVE EMPLOYEE
ENGAGEMENT STRATEGIES
CHARLES COTTER
19 SEPTEMBER 2013
SOUTHERN SUN, PIVOT CENTRE,
MONTECASINO

2. Introduction
Key presentation topics
Summary
Questions
PRESENTATION OVERVIEW

3. Defining the fundamental concepts
Types of engaged employees
Key drivers of employee engagement
Benefits of employee engagement
Measurement of employee engagement
Strategies to develop employee engagement
KEY PRESENTATION TOPICS

4. EMPLOYEE ENGAGEMENT

5. Employee Engagement
Employee Satisfaction
DEFINING THE FUNDAMENTAL
CONCEPTS

6. Engagement happens when people are committed to their work
and the organization and motivated to achieve high levels of
performance
Engaged employees at work are positive, interested in and even
excited about their jobs and are prepared to put discretionary
effort into their work beyond the minimum to get it done
DEFINING EMPLOYEE ENGAGEMENT

7. Are employees COMMITTED to the organization?
Are employees proud to work for the organization – company/brand
ambassadors? CITIZEN
Do employees put forth extra/discretionary effort to help the
organization and their colleagues achieve business objectives?
COMRADE
Are employees enthusiastic and passionate about their work/jobs?
CREATOR
Are employees CONNECTED (intellectually and emotionally) to their
work/jobs – offer value add?
RATE THE DEGREE OF EMPLOYEE
ENGAGEMENT

8. 71% of employees are disengaged:
45% are not engaged
26% are actively disengaged
29% of the workforce are engaged
CURRENT DEGREE OF EMPLOYEE
ENGAGEMENT
Engaged
29%
Not Engaged
45%
Actively
disengaged
26%

9. Engaged
Not Engaged
Actively Dis-Engaged
TYPES OF ENGAGED EMPLOYEES

10. Say
Stay
Strive
ENGAGED EMPLOYEE BEHAVIOUR

11. According to Dale Carnegie research:
Relationship with the immediate supervisor
Senior Leadership’s ability to lead the company and
communicate its goals
Organizational Pride - vision of organization and corporate
social responsibility
KEY DRIVERS OF EMPLOYEE
ENGAGEMENT

12. Work
People
Opportunities
Total rewards
Company practices
Quality of Work Life
KEY DRIVERS OF EMPLOYEE
ENGAGEMENT

13. Enthusiasm
Inspiration
Empowerment
Confidence
95% of employees who experience any three (3)
of the above key emotions, are engaged
EMOTIONAL DRIVERS OF
ENGAGEMENT

14. BENEFITS OF EMPLOYEE
ENGAGEMENT

15. According to Gallup (2013), employers can reap the following benefits of an
engaged workforce:
 202% better performance
 $11 billion is lost annually due to employee turnover
 Direct correlation to 9 key business performance indicators
BENEFITS OF EMPLOYEE
ENGAGEMENT

16. BENEFITS OF EMPLOYEE
ENGAGEMENT

17. Gallup’s Q12 survey:
#1 Role clarity and expectations
#2 Resources – materials and equipment
#3 Role optimization and opportunities
#4 Receipt of recognition and praise
#5 Managerial care and interest
#6 Encouragement of personal and professional development
MEASUREMENT OF EMPLOYEE
ENGAGEMENT

18. What do I get?
What do I give?
Do I belong?
How can we grow?
FOUR STAGES OF EMPLOYEE
ENGAGEMENT

19. Gallup’s Q12 survey:
#7 Opinions and inputs are valued
#8 Job/task significance
#9 Fellow employee commitment to performance excellence/quality
#10 Collegial and harmonious working relationships
#11 Managerial interest in career progression and development
#12 Ample opportunities to learn and grow
MEASUREMENT OF EMPLOYEE
ENGAGEMENT

20. According to Gallup (2013), three (3) strategies to accelerate
employee engagement are:
Select the Right People and Managers
Develop employees’ strengths
Enhance employees’ well-being
STRATEGIES TO DEVELOP
EMPLOYEE ENGAGEMENT

21. According to Armstrong (2011), the five (5) strategies to
enhance employee engagement are:
The work itself
The work environment
Leadership
Opportunities for personal growth
Opportunities to contribute
STRATEGIES TO DEVELOP
EMPLOYEE ENGAGEMENT

22. According to Hackman & Oldham:
Skills variety
Task identity
Task significance
Autonomy
Feedback
JOB CHARACTERISTICS MODEL

23. According to Dale Carnegie research:
 Senior managers need to define organizational goals and objectives in realistic, clear and
attainable manner
 Senior managers must articulate the company vision in a clear and compelling way
 Leaders should project a positive manner with employees, and be accessible
 Leaders should ensure that employees understand how their role contributes to the overall
company success
 Senior leaders should create a climate of trust and encourage managers to demonstrate
that they care about employees (on personal level)
 Managers should determine how each employee’s personal motivators align with
organizational goals
LEADERSHIP STRATEGIES TO
DEVELOP EMPLOYEE ENGAGEMENT

24. According to Dale Carnegie research:
Managers should praise publicly, reprimand privately and coach team
members who demonstrate disengaged behaviour
Employees should be encouraged to communicate clearly and provide
input into the company vision
Direct managers should foster healthy relationships with employees
Senior leadership should continuously demonstrate that employees
have an impact on their work environment
Managers should show that employees are valued as true
contributors, giving them a sense of empowerment
STRATEGIES TO DEVELOP
EMPLOYEE ENGAGEMENT

25. According to Gallup (2013) research, the best organizations
deeply integrate employee engagement into the following four
areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
BEST PRACTICE EMPLOYEE
ENGAGEMENT

26. Key points
Questions
Conclusion
SUMMARY

27. CHARLES COTTER
084 562 9446
charlescot@polka.co.za
LINKED IN
TWITTER: Charles_Cotter
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