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Master Class on Talent Management & Engagement - Deepak Bharara

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Master Class on Talent Management & Engagement - Deepak Bharara

  1. 1. I enjoy having It is me My Passion Family B. Com (H), LL.B PGHR - FMS, DLL – ILI Still a Learner… learning Everyday from each other Three Decades Work Place About Me My Love
  2. 2. TALENT ENGAGEMENT - WHAT COMES TO YOUR MIND? ???.
  3. 3. OPENING REMARKS Whether you are a CEO or a Supervisor, the place to start is “yourself ”. Engagement is contagious. If you are engaged in what you are doing, people pick up your excitement and will want to join you.
  4. 4. WHAT IS ENGAGEMENT
  5. 5.  A psychological state in which employees feel a vested interest in the company’s success and are both willing and motivated to perform to levels that exceed the stated job requirements.  Engagement fosters and drives discretionary behavior, eliciting employees’ highest productivity, their best ideas and their genuine commitment to the success of the organization. WHAT IS ENGAGEMENT
  6. 6. WHAT IS ENGAGEMENT Employee Engagement is the means or strategy by which an organization seeks to build a partnership between the organization and its employees ,such that: -Employees fully understands and is committed to achieve the organization's objectives, and -The organization respects the personal aspirations and ambitions of its employees. Fully engaged employee definition: - intellectually and emotionally bound with the organization - Gives100percent - Feels passionately about its goals and - Is committed to live by its values. - The employee goes beyond the basic job responsibility to delight the customers and drive the business forward
  7. 7. ENGAGEMENT LIFECYCLE EngagementCommitmentMotivationSatisfaction Morale 1960 1980 2000 TIME  Enjoys the job  Is not dissatisfied with terms and conditions  Not necessarily a team player  Strives to achieve personal goals  Contributes energetically  Values achieving personal goals more than team/ organizational goals  Proactively seeks opportunities to serve the mission of the organization  Willing to go the “extra mile”  Is willing to withhold criticism and/or be constructively critical for the good of the organization  Loyal to organization, optimistic for the future  Collaborates to achieve team goals  Has a sense of belonging to organization
  8. 8. ENGAGEMENT DEFINED: HOW’RE YOU DOING? CHECK YOUR LEVEL OF ENGAGEMENT – ARE YOU Getting satisfaction from the tasks required in their job? Feeling valued by management? Contributing energetically, not in isolation, but collaboratively? Positive about the work experience – your employer, its leaders, the work and the environment? Ambitious for the organization? Speaking positively about the organization’s goods and services? Planning to continue to work for the organization? Going beyond the stated requirements of the job and contribute ‘discretionary effort’? Yes No Are you engaged?
  9. 9. EMPLOYEE ENGAGEMENT Employee Engagement is a deep & bound connection employees have with an organization that results in a willingness to go beyond what is expected of them to help the organization succeed. This connection happens at 3 levels • Rational (the head level) • Emotional (the heart level) • The motivational (the hands)
  10. 10. EMPLOYEE ENGAGEMENT ! • Know Them • Grow Them • Inspire Them • Involve Them • Reward Them
  11. 11. WHY EMPLOYEE ENGAGEMENT ?? An engaged employee is aware of business context, and works with colleagues to improve the job performance for the benefit of the organization Defined as the level of commitment and involvement an employee has towards their organization and values Engagement is closely related to job involvement and flow
  12. 12. WHY EMPLOYEE ENGAGEMENT ?? Employee Engagement holds a very important position, few key benefits include: •Better Performance –Engaged employees work smarter, not harder. They keep looking for ways to improve performance at their work place .This means more sales, lower costs, better quality and innovative products. •Better Communication – Engaged employees communicate–they share information with colleagues, they pass on ideas, suggest and advice and they speak up for the organization. This leads to better performance, greater innovation and happier customers. •Greater Customer Satisfaction–Engaged employees go out of their way to meet customers’ needs. Customers aren’t slow to notice and this leads to higher levels of repeat business, at a good cost
  13. 13. WHY EMPLOYEE ENGAGEMENT Better Team Working –Employee engagement is about increasing the employees connection with the principles, strategies, processes, culture and purpose of the organization. It is a matter of commitment and encouragement. It is a matter of focusing on business results, and the employees having a clear sense of responsibility for delivering on the business agenda. •Greater Commitment -Engaged employee scare about the future of the organization they work for, they feel proud to work for their company and they get on better each day with their colleagues. •Lower Employee Turnover and Greater Ability to Recruit Great People – Higher engagement leads to low attrition, they actively seek out new people who they believe can help the company get even better
  14. 14. IMPORTANCE OF ENGAGEMENT • Reduces attrition • Increases Productivity - Engaged employees are 50% more productive than colleagues who are not engaged • Reduces Costs - Dissatisfied employees lead to more absenteeism thus leading to higher loss in production for the company • Foster Innovation - Employee engagement drives innovation and optimism
  15. 15. CATEGORIES OF ENGAGEMENT Actively Engaged Actively Disengaged Not Engaged
  16. 16. ACTIVELY ENGAGED • Known as the builders • Realize their role expectations and strive to meet and exceed them • Perform consistently at high levels • Passion, innovation at work are some of their traits
  17. 17. NOT ENGAGED • 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
  18. 18. ACTIVELY DISENGAGED • Cave dwellers and are “virtually against everything” • Being unhappy at work they sow seeds of negativity at every opportunity • Undermine the accomplishments of engaged coworkers • Cause great damage to an organizations functioning
  19. 19. MERCER’S EMPLOYEE ENGAGEMENT MODEL© Engagement ModelAdvocate Motivated Satisfied Satisfied employees perform their jobs and are satisfied with the terms and conditions of employment. However, they tend not to go “above and beyond” in their efforts. In addition to sharing some of the attributes of satisfied employees, motivated workers contribute energetically and are highly focused individual contributors to the organization. Committed Committed employees have thoroughly internalized the values and behaviors represented by the earlier stages of the engagement model, but have also forged a strong identification with the organization. They freely contribute discretionary effort – a willingness to go the extra distance in executing projects and their regular duties. They see a mutuality of interest between his or her values and aspirations and those of the organization.
  20. 20. THE X MODEL
  21. 21. THE DELOITTE MODEL
  22. 22. HEWITT MODEL OF ENGAGEMENT
  23. 23. HEWITT MODEL OF ENGAGEMENT
  24. 24. BOSTEN MODEL OF ENGAGEMENT
  25. 25. SIBSON’S ENGAGEMENT FRAMEWORK
  26. 26. THE ZINGER MODEL
  27. 27. FISH BONE ENGAGEMENT MODEL
  28. 28. THE HOUSE MODEL OF ENGAGEMENT
  29. 29. THE DALE CARNEGIE MODEL OF ENGAGEMENT
  30. 30. IME MODEL OF ENGAGEMENT
  31. 31. IDEAL MODEL OF ENAGEMENT – FRAME WORK
  32. 32. GALLUP MODEL OF ENGAGEMENT 12 Factors in Employee Engagement
  33. 33. GALLUP STUDY – IMPORTANCE OF ENGAGEMENT What the best organization do differently 1. Strategy 2. Accountability & Performance 3. Communication 4. Development Identify the strengths – The right fit – Great manager- Engaged Employees – Engaged Customers- Sustainable Growth – Real Profit Increases – Stock Increases
  34. 34. GALLUP Q-12 The Gallup Q12 is a survey designed to measure employee engagement. Researcher found that there were 12 key expectations, that when satisfied forms the foundation of strong feelings of engagement. The engagement index slots people into three categories: 1. Engaged – Employee work with passion & feel a profound connection to their company. They drive innovation and move the organization forward. 2. Not Engaged- Employees are essentially checked out. They are sleep waling through their workday. They are putting time but not enough energy or passion into their work 3. Actively disengaged- Employees aren’t just unhappy at work, they’re busy acting out their unhappiness. Every day, these employees undermine what their engaged co- fellow accomplish.
  35. 35. MEASURING EMPLOYEE ENGAGEMENT • Listen • Measure Current level of employee engagement • Know the degree of employee Engagement
  36. 36. MEASURING ENGAGEMENT HEWITT METHODOLOGY On a scale of 6 from Strongly disagree to Strongly agree scale on to following 1. It would take a lot to get me to leave this company. 2. I would not hesitate to recommend this company to a friend seeking employment 3. This company inspires me to do my best work every day 4. I rarely think about leaving this company to work somewhere else 5. Given the opportunity, I tell others great things about working here 6. This company motivates me to contribute more than what is normally required to complete my work
  37. 37. MEASURING ENGAGEMENT GALLUP METHODOLOGY Level 4: How can we all grow? Level 3: Do I belong here? Level 2 : What do I give? Level 1 : what do I get?
  38. 38. SELF REFLECTION Think about your colleagues, teams & departments- Are they 1. Routinely going the extra mile? 2. Learning new skills? 3. Helping your organization to meet its goal? 4. Understand the role they play in the organization success? 5. Feeling adequately appreciated & rewarded? 6. Believing leaders have a sincere interest in their well being ?
  39. 39. METHODS OF ENGAGING EMPLOYEE ENTRY TO EXIT Employee Engagement Approaches for New Employees • The right person at the right position and giving them a realistic job preview • Strong Induction and Orientation program • Rigorous training & development from Technical to Soft skills to leadership development programs • Regular technical/soft skills up dates • Certification programs to drive people towards excellent performance Employees Engagement approaches for all employees • Communication activities • Rewards scheme /Team Building activities • Leadership development activities • Building organization culture
  40. 40. METHODS OF ENGAGING EMPLOYEE ENTRY TO EXIT Communication Activities • Communication forums to provide regular feed back to all employees, including team meetings & conferences • In house Magazines • On line communication, updates on Corporate Goals & directions • Employees surveys, Seeking employees opinions Rewards Schemes • Compensation & benefits programs • Stock options & profits sharing • Idea collection scheme linked to rewards for idea generation • Long Services and Good Performance
  41. 41. METHODS OF ENGAGING EMPLOYEE ENTRY TO EXIT Activities to develop the culture of the organization • Clear & humane HR policies • Pro-Social corporate objections & CSR • Equal Opportunities policies & practices • Maintain Quality of life/Work life balance/Well being • Safe, Clear & inspiring work environment Team Building Activities • Team Recreational activities • Social activities, Such as family gathering/outings • Community outreach activities such as Volunteering & fund raising
  42. 42. METHODS OF ENGAGING EMPLOYEES ENTRY TO EXIT Leadership Development Activities • Effective Leadership • Effective Performance Management • Fair Evaluation of Performance • Employees through Effective delegation • Coaching & mentoring activities to give honest feedback by supervisor/peers • An open & transparent culture to empower people & develop Entrepreneurs
  43. 43. MANAGER ROLE IN DRIVING ENGAGEMENT • Plays a critical role in internal branding • Must communicate clear goals • Select right talent, look into past work history & achievement level • Must be committed & must think through • Identify the Gaps in skills & must develop/Coach people • Step ahead in knowing their people than HR • What they can do every day to build & sustain employee engagement • Make new Joiners feel valued by personal touch to help smoothly merge in teams • Conduct Regular reviews. • Use ‘oh yes’ attitude & council ‘oh no’ attitude
  44. 44. HOW MANAGER CAN DRIVE ENGAGEMENT Recruit & select the right talent for right position 1. Candidate relevant work history, should brainstorm to gauge the facts 2. Candidate relevant experience should match with the current level of position 3. Should review the past achievement level and match it with current requirement 4. Should gauge the candidate willingness & flexibility to merge with the culture 5. Pick positive attitude candidate during hiring as the new hires today will become team members for next new hires.
  45. 45. HOW MANAGER CAN DRIVE ENGAGEMENT Coaching • Coaching is a communication process that develops awareness, personal accountability & trust. It facilitates individuals & teams learning & performance and create meaning experience in work place. Two primary skills of coaching process 1. Listening: The coach listens attentively & openly to employees concern & feedback 2. Questioning: Rather than giving advise or telling employees what to do the coach asks a range of questions that get at the core of the issue. Through the questions process, employees identify their own conclusion & develop solutions based on the answer they give If you have supper start in Negative mind set, council them for better results.
  46. 46. HOW MANAGER CAN DRIVE ENGAGEMENT Communicate clear objectives: • When managers get his KRA/Balance Score care, he can follow two approaches • Devise his own plan & distribute tasks accordingly • Manager can communicate the years objectives to his team, ask for their suggestion & feedback & then work with them to formulate a strategy & delegate responsibility • In the first approach, Manager tell employees what to do in the second approach managers coach employees to develop optimal solutions and are almost surprised at the results • When employees are more involved in the goal setting process and have a say in how they will contribute, they typical exhibit greater creativity and are willing to be more accountable for achieving the results
  47. 47. HOW MANAGER CAN DRIVE ENGAGEMENT Team Development Initiatives: • With the work reviews, Managers should identify the strengths & weakness of their team members and initiate development activities like; • Recommend for project specific training • Guidance for technical certification which adds to individual & project success. • Nominate for soft skill training programs • Motivate to participate in the employee engagement initiatives and knowledge initiatives • Fare distribution of work load & ensuring work life balance • Support & encourage team members to share their point of opinion
  48. 48. HOW MANAGER CAN DRIVE ENGAGEMENT Pygmalion effect: • Managers behavior modulates the team performance- what you believe about your people is what they will turn to be • Pygmalion affect enables people to excel in responses to the manager’s message that they are cable of success and expected to succeed. • Can you imagine how performance will improve if your Manager communicate positive thoughts about people to people? If the manager actually believes that every member has the ability to make a positive contribution at work, the impact is visible across & the performance goes quantum leap forward.
  49. 49. TOP TEN GLOBAL ENGAGEMENT DRIVERS • Senior Management’s sincere interest in employee well being. • The opportunity an employee has to improve skills • The organization's reputation for social responsibility • Opportunity to provide input to decisions making • An organization ability to quickly resolve customer concerns • Employee’s readiness to set high personal standards • Excellent career advancement opportunities • Employee interest in challenging work • Employee relations with his/her supervisor • Organization encouragement of innovative thinking
  50. 50. ROLE OF TOP MANAGEMENT Know your employees The more you care, the more will they Meaningful work – the work itself motivates Develop Commitment Manage expectations – the Expectancy Manager Challenging but achievable goals Build Willpower Practice: Transparency/Be the Role Model/Create High Performing team/Fast track Development program for stars
  51. 51. ENGAGEMENT PRACTICES OF SOME OF THE BEST GLOBAL COMPANIES
  52. 52. GOOGLE - 20% TIME From their very early days, the founders of Google have encouraged Google engineers to spend 20% of their time at work on anything that they are really passionate about. It is one way in which innovation beyond regular work is encouraged and the passion present in highly spirited and talented employees is fuelled. 20% TIME - GIVING PEOPLE THE FREEDOM TO INNOVATE. Out of this '20% time' have emerged some of Google's great offerings like Gmail, Orkut, Google Finance, etc.
  53. 53. MICROSOFT - ENCOURAGING INNOVATION ANYTIME, ANYWHERE Microsoft encourages its employees to recognize that good ideas can come from anywhere. It isn’t about level, role, tenure or title. One of the ways Microsoft fosters innovation and the creation of good ideas is through campus workplace design. From the moment you step onto the Microsoft campus, you see how great ideas spark in common spaces where people meet to brainstorm and collaborate inside and outside of buildings. A variety of meeting spaces with the latest technology fosters diversity of thought. And while the training and development resources at Microsoft are endless, most people learn on the job – from the smart, curious people they sit next to every day. After work, many head to Microsoft’s 24-hour idea factory, The Garage, where they explore wild ideas in a space filled with peers who cheer them on and encourage their dreams.
  54. 54. CISCO - APPRECIATING CO-WORKERS WITH THE CLICK OF A BUTTON Cisco launched an innovative recognition program enterprise-wide called Connected Recognition. This program provides a fast, easy, and fun way for employees to recognize coworkers for exhibiting Cisco’s values. Connected Recognition empowers all employees, not just managers, to actively contribute to Cisco’s “Culture of Recognition”. It creates positive interactions and connections among employees and removes the usual time delay between the achievement and recognition by making recognition easy and immediate. Anyone can nominate an employee for an award, if he or she believes the person has gone above and beyond in demonstrating the company's values or has made outstanding contributions to the success of Cisco.
  55. 55. HYATT - ROLLING OUT THE RED CARPET TO SAY "THANK YOU!” Each June, Hyatt locations around the world participate in Celebrating “Our People”, a week-long event that recognizes the company’s most important asset – their people – and their tremendous dedication to caring for Hyatt’s guests. During Celebrating Our People week, hotel managers go above and beyond to thank their staff in quirky and unexpected ways. Many times, managers will reverse the associate-serving-guest dynamic and let their people experience Hyatt hospitality. For example, managers might valet associates’ cars when they arrive for work in the morning, set up a car wash in the associate parking lot and wash all the cars, serve the food in the associate restaurant or cook a meal at a special banquet during the week.
  56. 56. INTEL TECHNOLOGY - COLLEGE ENGAGEMENT STRATEGY Intel understands that the Gen Y needs a stronger and better reason than just the brand to come and join. Hence this strategy aims at moving from "Intel Inside" to "Inside Intel" i.e. giving the college students a view of life and work at Intel. Intel interacts with colleges on a regular basis by mode of quarterly newsletters that provide information to the students, faculty and college authorities of the major events; growth plans of Intel India; details of the kind of work done in Intel India.
  57. 57. EMC - GIVING BACK IN WAYS BIG AND SMALL EMC launched an overall initiative called EMC Gives Back. It brought philanthropy to a new level and involved every EMC employee by injecting new life into its volunteer service programs. EMC lets its employees determine how to allocate charitable donations. The donations are in the form of paid volunteer time –every EMC employee has three days (24 hours) per year to give back freely to the causes they care about the most. Employees can take a break from their work, either on their own or with others, to make a difference in thousands of ways. Many teams commit to spending time together to volunteer and connect with their communities.
  58. 58. NET APP’S - COMING TOGETHER TO ACCELERATE CHANGE Net App’s Guiding Coalition (GC) is a grassroots, employee-based initiative that brings together a diverse team passionate about accelerating change. GC team members contribute a significant amount of time, energy, passion, and leadership beyond their normal work responsibilities. They are employees who intentionally take on this role in addition to their day jobs, and volunteer, regardless of job-level, to take the opportunity to speak out, lead, and provide feedback. The GC helps to speed the sharing of ideas and brings different perspectives together to improve a common cause. Everyone who joins the GC leaves behind their titles and steps outside of the normal corporate hierarchy. As a change advocate, each team member is empowered to identify, brainstorm, and tackle opportunities throughout the company.

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