Employee Engagement: What, Why, and How
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Describing employee engagement, which is crucial to successful organisation. Focussing also on why it is so important, and how to increase employee engagement in an organisation.
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Employee Engagement: What, Why, and How
- 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
- 7. Developing EE: Psychological meaningfulness Variety Job challenge Reward and recognition Opportunities for development Feedback
- 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.
- 12. Why do we need employee engagement?
- 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.
- 16. How do you develop employee engagement?
- 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?
- 24. Next step …
- 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.
Notes de l'éditeur
- 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.
- So what will you do?