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7 Practical Solutions to Power Employee Engagement

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7 Practical Solutions to Power Employee Engagement

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Companies with engaged workforces vastly outperform those without, but only 32 percent of US employees are engaged—despite how many studies prove its importance. What prevents us from engaging employees, and are there practical solutions to improve engagement?

Join BambooHR and Jobvite as they deconstruct what an engaged team looks like, how to build one, and how to sustain one.

Companies with engaged workforces vastly outperform those without, but only 32 percent of US employees are engaged—despite how many studies prove its importance. What prevents us from engaging employees, and are there practical solutions to improve engagement?

Join BambooHR and Jobvite as they deconstruct what an engaged team looks like, how to build one, and how to sustain one.

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Notes de l'éditeur

  • BHR
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    And this perception is not isolated to those outside of HR. Research done by Bersin’s of HR leaders showed that nearly one half of all respondents rated their HR departments not ready to reskill itself to meet today’s business need. And only 8% of HR leaders have confidence in their HR teams skills and abilities to meet business demands.
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    Recent research by Deloitte showed that of the top 3 drivers of employee engagement, purpose alignment was first.
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    In the research, we surveyed over 300 senior executives from companies all over the world. We asked them to assess, based on their impressions of employee output, the relative productivity of dissatisfied, satisfied, engaged, and inspired employees. The results point to the productive power of an engaged and inspired workforce. If satisfied employees are productive at an index level of 100, then engaged employees produce at 144, nearly half again as much. But then comes the real kicker: inspired employees score 225 on this scale. From a purely quantitative perspective, in other words, it would take two and a quarter satisfied employees to generate the same output as one inspired employee.
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  • JV
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    Your employment branding and reputation in the job market are vitally important when 84% of job seekers would consider another role at a company with an excellent reputation. This includes people who are happy at their current job. People are always on the lookout for the next best thing.
     
    (Corporate Responsibility Magazine / Allegis Group Services Study, August 2012)
    78% of job seekers say that employee ratings and reviews are influential when deciding where to work (glassdoor survey)
    78% of recruiters find their best quality candidates through employee referrals.
  • JV

    Not every company can be Google, but not everyone wants to work for Google.
    Make sure that everything from your branding, career sites, and initial interactions with candidates highlights what’s the best and most honest to your company. Meet with whoever manages your website and career site and align your goals. You don’t need unlimited vacation or dry cleaning services to attract the best talent. Some people love their privacy, enjoy security of a big company or the freedom of a small company.
  • JV

    Not every company can be Google, but not everyone wants to work for Google.
    Make sure that everything from your branding, career sites, and initial interactions with candidates highlights what’s the best and most honest to your company. Meet with whoever manages your website and career site and align your goals. You don’t need unlimited vacation or dry cleaning services to attract the best talent. Some people love their privacy, enjoy security of a big company or the freedom of a small company.
  • JV

    It’s critical to find a cultural fit.
  • BHR

    overcoming negative inertia
    Gravity
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    From Switch by Dan & Chip Heath

    A local car wash ran a promotion featuring loyalty cards. Every time customers bought a car wash, they got a stamp on their cards, and when they filled up their cards with 8 stamps, they got a free wash.

    Another set of customers at the same car wash got a slightly different loyalty card. They needed to collect ten stamps (rather than eight) to get a free car wash--but the were given a "head start." When they received their cards, two stamps had already been added.

    The "goal" was the same for both sets of customers: buy eight additional car washes, get a reward. But the psychology was different: in one case, you're 20% of the way toward a goal, and in the other case, you're starting from scratch. A few months later, only 19 percent of the eight stamp customers had earned a free wash, versus 34 percent of the head-start group. (And the head-start group earned the free was faster.)

    People find it more motivating to be partly finished with a longer journey than to be at the starting gate of a shorter one...

    One way to motivate action, then, is to make people feel as though they're already closer to the finish line than they have thought.
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  • JV

    Dan Pink in his book Drive:The Surprising Truth About What Motivates Us demonstrated that the three things that lead to motivation are autonomy, mastery, and purpose.

    Psychologist Edward Deci, and his colleague Richard Ryan, have been exploring the nature of what’s called self-determination theory, a theory of motivation that takes into account people’s psychological needs.

    They discovered in a study of workers at an investment bank that managers who offered “autonomy support” — which means helping employees make progress by giving meaningful feedback, choice over how to do things, and encouragement — resulted in higher job satisfaction and better job performance. Workplaces can support autonomy by giving people real control over various aspects of their work — whether it’s deciding what to work on or when to do it.

  • JV

    We saw Autonomy repeated in the research conducted by Bain & Company, that we referenced above.



  • JV

    Really, it’s all about ownership. When people have autonomy to do their jobs they have an increased sense of ownership, they take more pride in their work, simply put… they care more.

    But when they don’t have autonomy, when they’re just doing what they’re told, that sense of ownership goes away, they care less about what they’re doing, and that leads not only to reduced engagement, but lower productivity and performance as well.
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  • JV
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    It’s critical that in our interview process, we’re asking the right questions, making sure that we’re not only measuring for competency and experience, but for attributes, especially because specific job duties tend to change.
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    The power of rewards and recognition cannot go understated. Rewards and recognition activate the most primitive part of our brain, our limbic brain, which is responsible for emotions. When this part of the brain is active, it steels energy from all other parts of the brain (which is why we have such a hard time thinking logically when we feel strong emotions).

    It also produces a surge in dopamine, which creates a powerful drive to repeat whatever behavior caused that dopamine rush in the first place. Game designers understand this neurological mechanism extremely well, and leverage it to create powerfully addictive games.

    But they’re not the only ones with access to this powerful behavioral motivator. Each of us in our ogranizations can find the right activities to reward and recognize, creating powerful incentives to repeat those desired behaviors.
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    At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.
  • BHR
    Research done first-hand by BambooHR showed that

    78% of workers say recognition is a major motivator.
    52% of us aren’t satisfied with the level of recognition receiveD at work.
    39% of workers did not feel appreciated at all.
  • JV
    At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.
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    Promote what’s happening in the company. Everyone at your company benefits from great recruiting; they should know all the great work you’re doing, from great candidates, quick hires, and other successes you’ve achieved.  

    Celebrating success as a group fosters unity and community, both of which help contribute to increased at-work engagement.
  • JV
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    Encourage your employees to promote and seek out employee referrals. Make them aware of open reqs, rewards for referring their colleagues. Do they know that employee referrals make the best hires? Do they know how excited you get when you see that “Employee Referral” source next to a new candidate with their name on it?
    Make sure your employees feel rewarded for their time and energy with recognition and with actual rewards. It can start small with a $5 starbucks gift card, but it’s important to encourage the behavior.
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    Encourage your employees to promote and seek out employee referrals. Make them aware of open reqs, rewards for referring their colleagues. Do they know that employee referrals make the best hires? Do they know how excited you get when you see that “Employee Referral” source next to a new candidate with their name on it?
    At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.
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