How to create an engaged workforce. Introductory slides for PDG presentation with TEVA UK How to Attract, Discover and Retain Superstar Employees

1. Woodlands Hotel, Leeds
14th May
2013

2. finished files are the
wonderful result of
years of scientific
study combined of
of course with many
years of hard work

3. finished files are the
wonderful result of
years of scientific
study combined of
of course with many
years of hard work9

4. Culture
-ve motivation
+ve motivation
Compliance
Commitment

5. So what does
‘employee
engagement’
mean to you?

6. ‘A heightened emotional
connection that an
employee feels for their
organisation that
influences them to exert
greater effort in their
work’

7. On agenda for 81%
organisations globally
Only 21% have a formal
employee engagement
programme
COA solutions
• 2/3rds doing something
• Only 5% said ‘highly
engaged
• 41% admitted staff are
demoralised!

8. Employee Engagement
The Business Case
• Determine potential impact
on organisations performance
and success
• 30 consultation events, 300
online responses
• 50 different definitions
Strongest theme to emerge…
‘Engagement matters because people matter’

9. Employee Engagement
The Business Case
• Better financial performance
• Higher levels of innovation
• Lower absence levels
• Increased staff retention
• Fewer accidents
• Employee wellbeing
• More employees advocating their organisation
Cost to UK Economy? £39-43 billion (Gallup)

10. Other studies have quantified the
impact finding that:
• Deliver 4 times more value to organisation
(Mercer data)
• Generate 43% more revenue (Hay Group)
• Average 2.7 days sickness against 6.2 days
(Gallup)
• 87% less likely to leave (Corporate Leadership
Council)
• Out perform other companies by 47%-202%
(Watson Wyatt)

11. Some questions to consider
• I am inspired by my work?
• I love what I’m doing
• I am really enthusiastic about what I do
• I’m really committed to the success of this
business
What % of your employees
when asked would say…
What’s that telling you?

12. Factors which significantly link to
commitment in the workplace
• Employees trust in
management
• Satisfaction in the
work itself
• Satisfaction in decision making
• Quality of relationships
between management and employee
• Satisfaction with amount of pay received
• Satisfaction with a sense of achievement
Source: Workplace Employment Relations Survey

13. The Main Drivers of Engagement
• Involvement in decision
making
• Freedom to voice ideas
to which managers listen
• Having opportunities
to develop in the job
• Feeling that the organisation is concerned for
your health and well-being
Source:

14. The Main Drivers of Engagement
• Regular feedback and
dialogue with my boss
• Clear perceptions of the
ethos and values of the
organisation
• Effective internal employee communication
• Employee clarity of job expectations
• Regular feedback and dialogue with
superiors
Source:

15. Our guest speaker
Lynda Wilebore
HR Director