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Keeping Employees Engaged In The Workplace

  1. KEEPING EMPLOYEES ENGAGED IN THE WORKPLACE By: Urvashi Singh | | 301-910-8660
  2. Overview What is Key drivers for A look at Employee Employee Work/Life Engagement rewards and Employee and reasons for Engagement feedback recognition balance Engagement Strategies survey design initiatives disengagement programs | | 301-910-8660
  3. Employee Engagement "Employee Engagement is a Key Drivers measurable degree of an  Trust and integrity employee's positive or negative  Nature of the job emotional attachment to their job, colleagues and organization  Line of sight between employee which profoundly influences performance and company their willingness to learn and performance perform at work".(Scarlett  Pride about the company Surveys)  Career growth opportunities  Coworkers/team members  Employee development  Relationship with manager | | 301-910-8660
  4. Quick Facts  Organizations with the lowest percentage of engaged employees showed declines of 2% in operating margins and 1.38% in profit margins (Towers Perrin_ISR, June 2007)  Engaged employees perform 20% better than non-engaged employees (Gallup Management Group)  Offices with engaged employees are 43% more productive (The Hay Group)  Employees with the highest percentage of engaged employees, on average, increase operating margins 3.64% and net profit margins by 2.06% (Towers Perrin_ISR, June 2007) | | 301-910-8660
  5. Four Levels Of Engagement  Devoted workers are the most engaged employees, those who put their heart and soul into their work each day and strive for continuous improvement  “Plugged in” employees are usually, but not always, willing to go the extra mile to do their jobs well; they tend to contribute consistently and accomplish goals  Those who fall into the “cruise control” category might show up for work but put forth their full effort only occasionally  Employees who are “checked out” do just what’s needed to get by “Why are some employees so devoted while others seem to have checked out?” Source: study by Accenture Institute of Higher Performance | | 301-910-8660
  6. Core Beliefs Employees must hold three core beliefs about their employment for sustained engagement:  I'm making a difference  My company has my back  We're in this together Source: study by Accenture Institute of Higher Performance | | 301-910-8660
  7. Reasons For Disengagement  There are no career enhancement prospects  I do not get along with my co-workers  I am on a contract that ends in 0-12 Months  Poor corporate social responsibility  Lack of job security  Personal Reasons  My manager and I have a poor relationship  Unreasonable pressure and demands  The job has a poor work / life balance  The culture is not very supportive or friendly  Lack of communication/co-operation with Management  I can get a better pay elsewhere  I am bored with my job  I am not rewarded or recognized for my efforts | | 301-910-8660
  8. Strategies To Engage Employees Communicate, communicate, communicate.. Employees appreciate being "in the know" and will contribute to improvements and future success. Once they understand the reasoning behind decisions, fears are alleviated and their energy is channeled into helping the organization reach its goals | | 301-910-8660
  9. Strategies To Engage Employees Provide Training  Assign a peer mentor to work with new employees during their first 90 days on the job  Develop a comprehensive training plan for each employee that is specific to his/her role.  Identify a small number of educational opportunities that employees can attend to build relationships and get acquainted with their organization’s industry.  Hold regular professional development seminars so employees can learn new skills  Use a training needs assessment to solicit employees’ feedback  Ask for qualitative and quantitative feedback from new employees to get a benchmark of the organization’s onboarding program | | 301-910-8660
  10. Strategies To Engage Employees Mentor What a Mentor Contributes:  Technical knowledge.  Character influence/modeling.  Knowledge of how to get things done in and organization.  Understanding of other people and other viewpoints.  Insight into cultural differences.  Development of values. Questions for Mentors:  What am I good at?  What special experience have I had?  When have people asked for my help?  What things do I see that other people need to be aware of?  What would I enjoy helping someone with the most?  | | 301-910-8660
  11. Strategies To Engage Employees Ask questions and listen to answers Asking questions can help develop critical innovative thinking and a call to action across the organization.  What are the present strengths of the organization that need to be preserved?  What areas does the organization need to improve upon?  What is one thing this organization needs to stop doing?  What do you personally need to improve your efficiency and effectiveness? | | 301-910-8660
  12. Strategies To Engage Employees Engage employees in solving business issues  What is the present state of affairs for the business issue they're trying to resolve?  What is the ideal state of our company?  What processes should the organization engage in to achieve the desired results?  What is the estimated time frame?  What are the costs? | | 301-910-8660
  13. Strategies To Engage Employees Recognition and Rewards  Appreciating people for their individual talents, skills and diversity of thought.  Creating an atmosphere that fosters good relationships at all levels.  Really listening to what employees have to say.  Recognizing accomplishments with timely recognition—even if it’s only a “thank you.”  Outlining clear performance expectations.  Celebrating successes as they occur.  Sharing ownership for goals and achievements. | | 301-910-8660
  14. Strategies To Engage Employees Recognition and Rewards Case studies of restructured recognition programs at Scotia bank, Delta Airlines and MGM Grand demonstrated that recognition programs:  Must include multiple award forms to satisfy different worker needs  Need not be costly and, in fact, may have no real monetary value  Are effective when the recognition is of value to the individual worker, and is awarded for behaviors linked to specific job performance goals | | 301-910-8660
  15. Employee Opinion Survey Things to consider for HR Personnel when designing an employee opinion survey  Define objective: Why are we considering this?  Consider survey environment: What is the employee climate?  Select the appropriate survey design  Confirm administrative procedures: Participants, logistics, etc.  Communication:"Be Honest“  Ensuring employee participation | | 301-910-8660
  16. Employee Opinion Survey Five critical elements to ensure employee participation.  Getting support and commitment from the top  Designing a good survey  Motivating respondents  Dispelling fears  Removing barriers Information to Include for HR Personnel:  Introduction: Identification of yourself and/or your sponsor  Purpose/objective: How results will be used  Anonymity or disclosure of responses  Potential benefit of the survey  Potential risks, if any  Instructions: Estimated time to complete survey | | 301-910-8660
  17. Employee Initiatives How do I know if my organization's Employee Initiatives are working? Creating a positive employee engagement climate, or what author Robert Rosen calls a "healthy company," can be measured through a number of ways, including:  turnover  absenteeism  on-the-job accidents/injuries  grievances and discrimination cases  productivity measurements (output, quality, work process improvements)  customer feedback  employee feedback (qualitative and quantitative) | | 301-910-8660
  18. Work/Life Balance Programs  Many organizations have programs that will provide health care professionals on site  Large consulting firms listened to their employees and found their travel schedules were greatly impacting their family quality of life. A number of the large consulting firms have mandated that their employees don't have to leave until Monday morning, and they have to be home by Thursday night.  Companies looking to help their employees stay fit pay for their membership at a health club or pay a certain amount for in home fitness equipment  Organizations contribute to child care programs, provide referrals, or contract out for the service  Many companies such as Google have concierge services, dry cleaning, on-site banking, or discount ticketing | | 301-910-8660
  19. Quote "The vision is really about empowering workers, giving them all the information about what's going on so they can do a lot more than they've done in the past." --Bill Gates | | 301-910-8660