1. Engaged to Perform
Imran Ahmad
Chief Human Resource Officer
BMA Group ( REDTAG)
Employee Engagement &
Performance Management
6th Annual People Challenge ME Summit
16-18 Sept 2013-Abudhabi
4. HR Strategy &
Definition
Unlocking people’s potential
at work with Measurable
Benefits
Workplace approach designed to
ensure that employees are
committed to their organization's
Goals & Values
Employee Engagement?
5. HR Strategy &
Driving high performance
Mutual
Commitment between
employee & Co
capture of
discretionary efforts
Heart & mind of
employee
Above & beyond
the job
Pride in Job
8. HR Strategy &
Key Drivers of Engagement
What creates Engagement ?
Organizational
Inspiration
Institutionalized
Trust
Meritocracy
9. HR Strategy &
Key Drivers of Engagement
What creates Engagement ?
Culture
Energy
10. HR Strategy &
Employee Performance
Giving Clarity on
Goals
CLARITY
Providing Support
to reach the Goal
Motivation
Capability
Matching Job as
per Skill Set
Purpose
Why?
Content
Why?
Form
HOW?
Feedback
Org. Who?
Where?
How?
Building a
Feedback Culture
Giving Opportunities
to Develop
Performance f(n) Org. Attributes
11. HR Strategy &
Linkage - Performance & Engagement
Engagement Drivers
Organizational Inspiration
Culture & Energy
Institutional Ethics
Work Environment & Culture
Alignment
Empowerment
Career Development
High Performance
Efficiency
Effectiveness
Lower operating Costs
Shareholder Value
Satisfied Customer
Increased Retention
Higher Profit
Revenue Growth
13. HR Strategy &
*Differentiation
Low Engagement
Companies
High Engagement
Companies
5%4%3%2%1%0%-1%-2%-3%-4%-5%
5% 4% 3% 2% 1% 0% -1% -2% - 3% - 4% -5%
Engagement Meter
Engagement Meter
OperatingMargin
OperatingMargin
*Three-year study of 41 global companies conducted by TOWERS WATSON, and
found that operating margins improved nearly 4% on average in organizations with
high employee engagement levels and declined about 2% in those with low
engagement levels.
4%
-2% Operating Margin Decreases
for Low Engagement
-40 Million AED
Operating Margin
Increase
80 Million AED
14. HR Strategy &
*Engaged Vs Disengaged
Engaged Employee Disengaged Employee
*Gallup Management Journal survey - The GMJ surveyed U.S. employees to probe their perceptions of how happiness and
wellbeing affect their job performance. Gallup researchers examined employee responses to see which factors differed
most strongly among engaged employees
Very often feel Happy
at work
Great deal of life
happiness from Work
Work stress related
Poor behavior
Work live’s negative
effect on health
86% 11%
45% 08%
17% 54%
12% 54%
16. HR Strategy &
Drive Towards Engagement
Communication HR Services Delivery
Process Cycle
time
Standard Operating
Procedure &
Lean Thinking
Key Area Drivers Outcomes
Improved TATs & Reduced
Cycle Time
Mobile & Internet Based HR
Service
Policy & Process
Review
Managerial Discretion &
Empowerment
Improved TATs / SLAs & Trust
17. HR Strategy &
Shop Floor
Capability Review
Managerial Capabilities,
Enabling & Building
Engagement
47 New Shop Manager in 16
Months
Drive Towards Engagement
Orientation & On-
boarding
Orientation to Mission /
Vision / People
Performance Code of Conduct & Mandatory
3 days Induction Program
Key Area Drivers Outcomes
19. HR Strategy &
Drive Towards Engagement
Increased enrolment
into RT Rewards
Communication Process Cycle
time
Policy &
Process
Review
Shop Floor
Capability
Review
Strong
orientation
Business impact
Top line Growth
Increased Customer
Footfall
YoY
QoQ
Increased in Repeat
Customer
QoQ
QoQ
20. HR Strategy &
Employee Performance
Differentiating Drivers for Competitive
Advantage
• Create your own USP
• Match with Shareholder’s
Perspective
• Use Specific Drivers to
create a Unique Employee
Value Preposition
High
Engagement
Increased
Revenue
23. HR Strategy &
Wrap Up
Organizations need to work to engage
employees
Engagement is measurable
Has a direct , quantifiable impact on
performance
Strong Leadership ( HR & Business ) drives
engagement and creates results
Organizations need to choose relevant and
unique differentiating drivers
