Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
© 2017 TAS Consulting Partner I All Rights Reserved
www.tas-consultingpartner.com
Employee Engagement : What & How
Source:...
© 2017 TAS Consulting Partner I All Rights Reserved
L o v e / B e l o n g i n g
E s t e e m
S e l f - a c t u a l i z a t ...
© 2017 TAS Consulting Partner I All Rights Reserved
Employee Satisfaction
is a measurement of an
employee’s “happiness” wi...
© 2017 TAS Consulting Partner I All Rights Reserved
TECHNOLOGICAL, PHYSICAL,CULTURAL ENVIRONMENT
COINS A NEW TERM CALLED E...
© 2017 TAS Consulting Partner I All Rights Reserved
EMPLOYEES EXPECT AS ENGAGING AND
ENJOYABLE EXPERIENCES AS CUSTOMERS DO...
© 2017 TAS Consulting Partner I All Rights Reserved Source : Consumerization of HR Trends, Janne Meister, Forbes 2016
CREA...
© 2017 TAS Consulting Partner I All Rights Reserved
THE WORLD OF WORKPLACE AND WORKFORCE
IS CHANGING FASTER PACE THAN EVER...
© 2017 TAS Consulting Partner I All Rights Reserved
Employee Engagement
H
HL
FrustratedApathetic
PassionateContend
Employe...
© 2017 TAS Consulting Partner I All Rights Reserved
APPROPRIATELY USE THREE BASIC TYPE OF SURVEY
QUESTIONS WILL ENSURE SUC...
© 2017 TAS Consulting Partner I All Rights Reserved
FREQUENCY AND SCOPE ARE TWO MAIN FACTORS TO
INDICATE HOW OFTEN SURVEY ...
© 2017 TAS Consulting Partner I All Rights Reserved
EXAMPLE OF ENGAGEMENT SURVEY THAT COMPANY
WIDELY USE – SAY,STAY,STRIVE...
© 2017 TAS Consulting Partner I All Rights Reserved
EXAMPLE OF ENGAGEMENT SURVEY THAT COMPANY
WIDELY USE –Q12
Growth
Teamw...
© 2017 TAS Consulting Partner I All Rights Reserved
THE SURVEY ITSELF IS LESS IMPORTANT THAN HOW
POST-SURVERY WILL BE DONE...
© 2017 TAS Consulting Partner I All Rights Reserved
www.pixabay.com
© 2017 TAS Consulting Partner I All Rights Reserved
ww...
Prochain SlideShare
Chargement dans…5
×

Employee Engagement : What & How

690 vues

Publié le

.

Publié dans : Direction et management
  • Soyez le premier à commenter

Employee Engagement : What & How

  1. 1. © 2017 TAS Consulting Partner I All Rights Reserved www.tas-consultingpartner.com Employee Engagement : What & How Source:BusinessDevelopmentBankofCanada 2017 Young HR Forum, SCG 20 December 2017
  2. 2. © 2017 TAS Consulting Partner I All Rights Reserved L o v e / B e l o n g i n g E s t e e m S e l f - a c t u a l i z a t i o n S a f e t y P h y s i o l o g i c a l BOTH ENGAGEMENT AND SATISFACTION ARE INFLUENCED BY MASLOW’S HIERACHY OF NEEDS You are living to your highest potential You’ve acquired the skill that lead to honor and recognition Achieving deeper, more meaningful relationships Safe and caring work environment Basic needs are met C a l l i n g C a r e e r J o b Carter to your basic needs Impact within I / Me Impact beyond I / Me M o t i v a t i n g F a c t o r H y g i e n e F a c t o r give positive satisfaction, arising from intrinsic conditions of the job itself extrinsic to the work itself that do not give positive satisfaction or lead to higher motivation, though dissatisfaction results from their absence
  3. 3. © 2017 TAS Consulting Partner I All Rights Reserved Employee Satisfaction is a measurement of an employee’s “happiness” with current job and conditions; it does not measure how much effort the employee is willing to expend THEREFORE, ORGANIZATION COULD HAVE EMPLOYEE WHO ARE SATISFIED BUT NOT ENGAGED Employee Engagement is a measurement of an employee’s emotional commitment to an organization; it takes into account the amount of discretionary effort an employee expends on behalf of the organization By focusing more on employee engagement, organizations are more likely to maintain a strong, motivated workforce that is willing to expend extra effort, drive business goals, and deliver a return on HR’s talent management investment
  4. 4. © 2017 TAS Consulting Partner I All Rights Reserved TECHNOLOGICAL, PHYSICAL,CULTURAL ENVIRONMENT COINS A NEW TERM CALLED EMPLOYEE EXPERIENCE E M P L O Y E E EXPERIENCES Te c h n o l o g i c a l E n v i r o n m e n t P h y s i c a l E n v i r o n m e n t C u l t u r a l E n v i r o n m e n t
  5. 5. © 2017 TAS Consulting Partner I All Rights Reserved EMPLOYEES EXPECT AS ENGAGING AND ENJOYABLE EXPERIENCES AS CUSTOMERS DO Enterprises need to apply evolving expectation of customer to constantly redesign and reinvent employee experiences Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017 F E AT U R E S E X P E R I E N C E S M A S S P R O D U C T I O N H Y P E R - P E R S O N A L I Z A I O N O W N E R S H I P - B A S E D C O N S U M P T I O N A C C E S S - B A S E D C O N S U M P T I O N
  6. 6. © 2017 TAS Consulting Partner I All Rights Reserved Source : Consumerization of HR Trends, Janne Meister, Forbes 2016 CREATING A SOCIAL, MOBILE, CONSUMER -STYLE EXPERIENCE FOR EMPLOYEE IS NOT AN OPTION Employee as a brand advocates Blurring of Marketing and HR Workplace flexibility is a new norm Workplace as cultural differentiator Hackathons used to re-imagine HR CEO is a Chief Experience Officer Work place as an experience Growing of MOOC & SPOC Gamification of HR
  7. 7. © 2017 TAS Consulting Partner I All Rights Reserved THE WORLD OF WORKPLACE AND WORKFORCE IS CHANGING FASTER PACE THAN EVER Source : Changing World of Work, CEB,, 2017 Data [over] abundance and inaccessibility Automation of knowledge work via machine intelligence Empowerment of individuals via mobile and social technology Large and more complex organization Generation shift in employee motivation Networked, searchable, on-demand experience
  8. 8. © 2017 TAS Consulting Partner I All Rights Reserved Employee Engagement H HL FrustratedApathetic PassionateContend Employee Experiences Source: WorkTrends 2016 Global sample for the IBM/Globoforce Employee Experience Index Study (n=23,070) EMPLOYEE EXPERIENCE AND ENGAGEMENT GO HAND IN HAND TO REFLECT EMPLOYEE’S STATE AT WORK
  9. 9. © 2017 TAS Consulting Partner I All Rights Reserved APPROPRIATELY USE THREE BASIC TYPE OF SURVEY QUESTIONS WILL ENSURE SUCCESS Example: "Yes or No: Do you have all the tools you need to be successful in your role?" Purpose: Offers a simple, quick read on general employee sentiment. Best used when ...: needs to quickly tease out if there is a serious problem Binary Example: "On a scale of 1 to 10, how happy are you at work?" Purpose: Helps measure attitudes with more subtlety than a binary question. Best used when ...: looking for nuance in general sentiment. Scale Example: "What is the most common customer complaint you hear from our clients?" Purpose: To gather deeper thoughts and richer examples. Best used when ...:looking for more thoughtful feedback and solutions. Open-ended Net Promoter Score Detractors Passive Promoter % Promoter (%) – Detractor (%)
  10. 10. © 2017 TAS Consulting Partner I All Rights Reserved FREQUENCY AND SCOPE ARE TWO MAIN FACTORS TO INDICATE HOW OFTEN SURVEY SHOULD BE CONDUCTED Scope Frequency H HL the magnitude and depth of the survey (number of employees surveyed, number and depth of questions or items, level of reporting detail and analysis, how the results will be used, etc. how often the survey will be conducted Always-OnSpot Polling & Opinion Sentiments Pulse Gauge of Progress 55% Conducting annually 18% Conducting every two years 6% Conducting every 18 months Anchor Base
  11. 11. © 2017 TAS Consulting Partner I All Rights Reserved EXAMPLE OF ENGAGEMENT SURVEY THAT COMPANY WIDELY USE – SAY,STAY,STRIVE DifferentiationFoundation Safety Work / Life Balance Communication Customer Focus Enabling Infrastructure Talent & Staffing Collaboration Empowerment Work Tasks Top Management (TML) Senior Management (SML) Direct Supervisor Career Opportunities Learning & Development Performance Management Reward & Recognition Brand Talent Retention Absenteeism Wellness Operational Productivity Safety Customer Satisfaction NPS Retention Financial Revenue/Sales Growth Income/Margin Total share holder return
  12. 12. © 2017 TAS Consulting Partner I All Rights Reserved EXAMPLE OF ENGAGEMENT SURVEY THAT COMPANY WIDELY USE –Q12 Growth Teamwork Management Support Basic Needs How can we grow? Do I belong? What do I give? Basic Needs Q12 opportunities to learn and grow Q11 Progress in last six months Q10 I have a best friend at work Q9 Coworkers committed to quality Q8 Mission/Purpose of the Company Q7 At work, my opinion seem to count Q6 Someone at work encourages my development Q5 Supervisor/Someone at work cares Q4 Recognition last seven days Q3 Do what they do best everyday Q2 I have the material and equipment's Q1 K know what is expected of me at work
  13. 13. © 2017 TAS Consulting Partner I All Rights Reserved THE SURVEY ITSELF IS LESS IMPORTANT THAN HOW POST-SURVERY WILL BE DONE IN STRUCTURED MANNER Communicate results Talk openly about results in smaller groups Select area to focus Discuss critical areas and ideas for improvements Make decision Implement decision Check-in and evaluate Repeat and keep moving forward Break up big changes into small steps Split up ownership of tasks to ensure stakeholders are accountable Do small experiments before making a big commitment to the change Acknowledge and thank participation Make quick look at first insights Go more in depth look at results and what leadership plans for next steps Make clear that line managers to work with their team to improve engagement Use employee focus group format for employee talk openly Select areas employee should narrow their efforts for improving engagement. Select areas employee should narrow their efforts for improving engagement. Define the survey item and what it means to your team Discuss why you think team performance isn’t where you’d like it to be on this item Provide examples of when things have gone well and poorly related to this item Identify potential solutions Come to consensus and make some decisions for action.. Plan to check in and evaluate progress. up. Continue to check in with employees to evaluate if they’re making progress move on to another focus area and start implementing improvements there
  14. 14. © 2017 TAS Consulting Partner I All Rights Reserved www.pixabay.com © 2017 TAS Consulting Partner I All Rights Reserved www.tas-consultingpartner.com tas@tas-consultingpartner.com THANK YOU All information contained in this presentation has been produced base on publicly available information from various sources. Should you have any comment to make regarding topic presented and their content, please contact t r u s t w o r t h y a g i l i t y s i m p l i c i t y © 2017 TAS Consulting Partner I All Rights Reserved

×