9. Employee engagement research
Engagement drivers
• Type of job
• Brand name/equity
• Relationship between employee and organisational vision/performance
• Growth opportunities
• Culture
• Co-workers
• Skills enhancement
• Relationship with the boss/immediate manager
10. Employee engagement research
Informal measures of engagement
• Attendance at ‘all staff’ events such as Christmas parties & other
social events
• Attendance at all-staff meetings
• Response rate to the annual employee survey
• Visits/use of the organisations intranet
• Sickness absence
• Number of referrals
• Turnover/retention
11. Let’s refresh ourselves on
Employee Engagement Research
• CLC Study from over 90,000 employees in 135 organisations
• 10 imperatives identified to maximise performance and
retention
• Research correlates each driver to the % impact on
performance and retention
Improve Performance Improve Retention
13. 10 Imperatives. What works…..
to improve performance
1.
2. Emphasize Employee Strengths
3.
4. Leverage Employee “Fit”
5. Provide Solutions to Day to Day Challenges
14. 10 Imperatives. What works…..
to improve retention
6.
7. Connect Employees with the Organisation and its success
8. Instill a Performance Culture: Communication,
Flexibility, and Innovation and Risk Taking
9.
10. Demonstrate a “Credible Commitment” to
Employee Development
15. Real Signs you are getting it right
• Employee Referrals
• Employee testimonials
• Employee retention
17. We know the answers….especially for graduates
Communicate
18. How do Graduates like to
communicate?
Two way
Expressive
Visible
Broad
Networked
Informal
Ambient
Mobile
24/7
19. The future of communication?
• There has been a
massive shift in the past twelve
months
• Companies are demanding
tools that can help simplify
communication channels,
create great culture and foster
innovation
25. Lets recap……so we know
EVP Know where we are going
Engagement Know where we are at.
Survey
How to get there through improved
Communication, Recognition,
Innovation
Type of job: The job should be challenging enough to motivate the employee and diverse enough to keep them interested.Brand name/equity: The employee should feel proud of being associated with the organisation. The external brand association needs to be aligned with and consistent with the internal.Relationship between employee and organisational vision/performance: The employee should know how they are contributing to the organisation’s goals and what part they play in the bigger picture. They need to feel acknowledged and recognised.Growth opportunities: The employee should have ample opportunities for career development and growth. This is key across younger generations.Culture: Employees need to feel as though they ‘fit’ and align with the organisation’s culture. Leadership, vision, values, communication and HR policies all impact culture.Co-workers: The nature and type of co-workers influences the employee engagement level. Co-workers also can also have a strong impact on the culture of the organisation.Skills enhancement: Employees should get ample on-the-job opportunities to develop their skill set. Again, a key across younger generations.Relationship with the boss/immediate manager: Employees should value and respect their relationship with their immediate ‘boss’.Exploring, measuring and evaluating these key engagement drivers will enable ACA to obtain an honest picture of how employees really feel about working there.
Although many organisations conduct formal work to measure engagement there are also ‘informal’ measures that can help to build the engagement picture:
