Understanding
Employee Engagement
And the relationship to Employee Satisfaction
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What is the Difference?
Employee Satisfaction:
 A self-focused measure of the fulfillment of one's wishes,
expectations, or needs, or the pleasure derived from this.
Employee Engagement
 A property of the relationship between an organization
and its employees. An "engaged employee" is one who is
fully absorbed by and enthusiastic about their work and
so takes positive action to further the organization's
reputation and interests
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Properties of Engagement
 Organizational Vision
 Visible Leadership
 Managers Who Care
 Empowered Employees
 Participatory Voices
 Organizational Integrity
 PPP – Personal and Professional Pride
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Organizational Vision
 The company’s vision is clearly defined and written out
and is organic to organizational goals
 Each business unit has it’s own written vision that is
connected to the company’s overall vision and goals
 Each vision has a defined and mapped Strategy detailing
the path to accomplish the goals
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Visible Leadership
 Company Values are lived in its Leaders
 Behaviors are clearly connected to cultural morality
 Measurement Criteria in all areas is detailed
 Communicate Constantly and Consistently
 Performance results
 Company information key to employees
 Rewards and Recognition
 Make everyone accountable
 Be Positive, even when challenges arise hope and future
accomplishment must be omnipresent
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Caring Managers
 Have a strong Performance Management system that
is clear, known and productive
 Foster positive supportive relationships in peer to peer,
manager-manager and manager-employee
 Provide career advancement
 Have one-on-one meetings that do not exclude
 Demonstrate how passion for performance can co-exist
with concern for staff humanity
 Teamwork is led, delegation is purposeful
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Empowerment
 Creating a training culture that cultivates employee
strengths as vigorously as skill/performance gaps
 Share responsibility for outcomes (whomever trains an
employee shares responsibility for the new task
performance)
 Put people in positions to succeed
 Be comfortable with risk of failure
 Empowered does not mean isolated, have a peer as
well as management support structure
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Employee Voice
 Have feedback forums for both formal and informal
communication
 Solicit feedback if a group is not publicly forthcoming
 Be thankful for all feedback without worrying about right
or wrong or agreement
 Act on good the suggestions then publicize the source
and results
 If staff having anything to say, good or bad, suggestive
or observational, is minimal, there is a management
problem
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Organizational Integrity
 Words and deeds need to be 100% consistent
 From top to bottom the sum total of personal integrity
yields the organizational measure
 There is a common understanding of the Company
Culture
 Compensations rewards are connected to the results of
Performance Management
 A sense of fairness is pervasive and default
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Pride
Defined: a feeling or deep pleasure or satisfaction derived from
one's own achievements, the achievements of those with
whom one is closely associated, or from qualities or
possessions that are widely admired.
 Do, measure and support Engagement Behaviors
 Share the accomplishments
 Measure satisfaction
 Test it (would you buy from/use us?) across the organization
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Conclusions
 Satisfied employees may or may not be engaged but
Engaged employees are usually highly satisfied
 Engagement needs as specific a plan for an
organization as a division’s vision or a person’s
performance or career planning to take root
 Once engagement is rooted results will begin to flower
in ways that could not be predicted at the outset
 Don’t be afraid to talk about Engagement openly and
honestly as part of Communication
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Contacts
 www.myeurekasolutions.com
 info@myeurekasolutions.com
 Tom Fox, President
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