Describing employee engagement, which is crucial for organisations to succeed. Focussing also on why employee engagement is so paramount, and how organisations can increase it.
5. What is employee engagement?
Vigour - The physical aspect.
Energy, resilience, effort
Dedication - The emotional aspect.
Enthusiasm, inspiration, pride
Absorption - The cognitive aspect.
Concentration, being engrossed in what you do
6. So what is EE? – Based on Kahn’s work
3 components:
Psychological meaningfulness
Psychological safety
Psychological availability
8. Psychological safety
Org justice
Job security
Social support
Workplace climate
Boss employee relationship
Transformational leadership
9. Psychological availability
Role overload
Family-work conflict
Resource inadequacies
Dispositions
Personal resources
Time urgency
Off-work recovery
10. Is this possible?
Organisations will have limited control over
some of these points, e.g. off-work recovery.
Therefore…
Do the best you can with those you have
control over, e.g. Flexible working conditions to
avoid work-family conflict; Considering current
personalities in a team when hiring a new team
member.
15. Other benefits of engagement
(CIPD, 2010)
Engaged employees:
Perform better.
Are more innovative.
Want to stay with the company.
Enjoy better personal well-being.
Perceive their workload as more sustainable.
17. Killing employee engagement
No autonomy
‘This is how we have always done it’
Lack of clear strategy
Lack of challenging goals
Negative personali-
ties or dynamics
No career prog-
ression
18. The current picture
A CIPD report (2010) found that:
Only 8% are strongly engaged.
The majority are moderately engaged.
Previous UK reports found up to 17% of workers
disengaged.
Men are less engaged than women.
Younger workers are less engaged than older workers.
Those on less flexible contracts are less engaged than
others on flexible contracts.
Non-managers are less engaged than managers.
Most employees have negative views about their
organisation’s HR policies and practices.
20. Excellent managers
Does an excellent accountant, engineer, therapist …
make an excellent manager?
People skills: A leader who inspires others, is a good
role model, is approachable, makes staff want to do
more.
Team manager: Brings team together to work towards
the same goal.
Problem management: Whether related to goals or
challenging behaviour from employees.
Clear strategy and vision: Taking on board staff
opinions and concerns, and communicating back.
21. How to achieve this?
Formal training.
Peer support amongst managers.
Coaching and mentoring: More intensive in
preparation of the role and towards the
beginning.
Proactive and two-way communication with
their own managers.
22. Job crafting
Do-it-yourself job descriptions … within limits.
Altering task boundaries: Doing more or fewer tasks,
or doing them differently.
Altering relationships, e.g. resdesigning the job to
increase or decrease interactions with colleagues or
clients.
Changing perception, e.g. an administrator who is
considering retraining as a counsellor could see his
job as a way to help colleagues when they are
struggling.
23. Vision
The current narrative of the organisation.
What employees say about the organisation when
with their friends/family.
Saving money?
Doing more for less?
Offering more quantity at the expense of quality?
Surviving
How do you communicate it?
25. What does this mean for you?
What is EE like in your organisation?
What about in specific teams?
What are you doing about this?
How we can help:
One-to-one coaching, including over Skype.
Training, e.g. Coaching skills for managers,
Managing staff with challenging behaviour.
26. We can particularly help …
Teams not achieving their goals.
Teams/staff who have limited motivation.
Managers who waste time firefighting.
Editor's Notes
Remove?
Remove?
Win-win for employees and employers.
All from my experience as an employee.
Meaningfulness is key
Discussion: Important skills for managers.
Linked to purpose and meaning:
Case study exercise: Organisation supporting elderly in the community.
Our funding has been cut, for the third year in a row. We need to restructure yet again. Most people will need to apply for their own jobs. We should know the outcome in 3 months. We are doing the best we can with our finances, but the situation is out of our hands. Please bear with us, we dislike this situation as much as you do.
Our funding has been cut, for the third year in a row. We took this into account last year, but we still need to make some changes. Team leaders are getting briefed about the detail, then each team will meet to discuss how they can change as a team, and also make suggestions for the whole organisation. These points will be put in a consultation document that will be circulated amongst all teams for feedback. Management will then consider all this feedback and set out a plan. This will be discussed again within teams, allowing the possibility of further tweaks.