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Employee Engagement

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by

Casey Jones

on 7 December 2015

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Transcript of Employee Engagement

Employee Engagement
What does Employee Engagement mean to you?

Anyone?

Study 1 Customer Focused Employee Engagement
Part 1
Customer Satisfaction vs. Engagement Behaviors

Part 2
Customer Focused Engagement vs Product and Service Quality
Leveraging Employee
Engagement
for Competitive
Advantage:
HR’s Strategic Role
Driving Customer Satisfaction and Financial Success Through Employee Engagement

A heightened emotional and intellectual connection that employees have for their job, organization, manager or coworkers that in turn influences them to apply additional discretionary effort to their work
What, exactly, do leaders want physicians to engage with?
Hospitals have defined physician engagement as the extent to which doctors saw their future as intertwined with that of the larger organization
The extent to which people value, enjoy and believe in what they do
A result that is achieved by stimulating employees enthusiasm for their work, and directing it toward organizational success
Schneider, Macy, & Barbara
Full engagement: the integration of employee engagement and psychological well-being
Engaged employees

Not engaged employees

Actively disenagaged employees

Research also shows that customer loyalty is closely related to employee engagement
In fact, employees with the highest levels of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance
Narrow Engagement = Employee commitment and citizenship
Full Engagement = Narrow engagement + Employee psychological well-being
Provides a more beneficial outcome for employees and organizations

Study 2
Job satisfaction—a term sometimes used interchangeably with employee engagement—is defined as how an employee feels about his or her job, work environment, pay, benefits, etc
2 Engagement Measures
Feelings of engagement
Behaviors that characterize engagement

Correlation between 2 engagement measures and financial outcomes
Harrah
Psychological Well-Being
Employee Engagement Iniative

Used Profit Chain Framework

Three Main Strategy Points
Hire employes with customer orientation
Treating employees well
Local leadership
Two broad approaches
Hedonic
Eudaimonic
Psychological well-being = positive emotion + purpose
Psychological well-being = higher positivity and greater relationships with colleagues
Financial gains
Performance
Poor psychological well-being is linked to mental and physical health issues
Stronger predictor of job performance than job satisfaction

Results
Nancy R. Lockwood, SPHR, GPHR, M.A.
Robertson & Cooper

Customer Satisfaction Growth

Employee Turnover Reduced

Employee Opinion Survey Gains
Conclusion
Statistics
Employee engagement is key

Measures of engagement need to be different than measures of satisfaction
Don't Get Confused
Positive Psychological Capital:
Beyond Human and Social Capital

Luthans, Luthans, and Luthans
Human Capital
"What I know"

Traditionally no one looks at this

"Most important company assets walk out the door every night"- Bill Gates

Alignment with Corporate Strategy

Highly recognized today but hard to measure
Social Capital
"Who I know"

Positive Impact on:
HR- such as career success, turnover, executive compensation, and job search

Organizational areas- such as entreprenueurship, supplier relations, and intercompany learning
Positive Psychological Capital
"Who you are"

Stops look at what is wrong and dysfunctional with people and what is right and good about them

Four Contributions:
Confidence
Hope
Optimism
Resilience
How to Develop Positive Psychological Captial
Mastery Experiences or Performance Attainments

Vicarious Experiences or Modeling

Social Persuasion

Physiological and Psychological Arousal
Conclusion
Engaging Doctors in the Health Care Revolution
"Who you are" is just as important as "what I know" and "who I know"

Confidence, hope, optimism and resilience deserve special attention

Moving beyond human and social capital
Lee & Cosgrove

Earning Respect
Reporting physician performance outcomes
Within the organization or publicly

Compare with colleagues

Creates positive peer pressure & motivation to improve

Appealing to Self Interest
Pay for Performance.
Rewards leadership and collaboration
Inspires everyone to engage in enhancing patient care.
Paying physicians a salary
Removes negative incentives
Turns focus towards improvement
Work best when used to advance goals that are consistent with shared purpose.

Mayo Clinic's
"The needs of the patient come first"

Seattle-based Group Health Cooperative's
Commitment to "transform health care [by] working together"

Statements of shared purpose
Listening and demonstrating
Creating processes
How to create a shared purpose
Engaging in Shared Purpose
When physicians value membership in an organization they are motivated to adhere to that organization's standards and traditions

Mayo's standards for performance is clear: "There is a Mayo way of doing things. Don't come here if you don't want to adopt it—completely."

Organizations must be willing to part company with physicians who refuse to work toward a shared purpose

Embracing Tradition
Casey, Antonio, and Stephen

Questions?

Answers?
Recommendations
Maintain an open dialogue among senior management, managers and employees

Do a pulse check—are employees engaged? Find out what is working and what is not

Be sure that employees know how they can contribute
Study Conclusions
Engagement goes beyond job satisfaction
Desire to feel utilized and linked to company objective

Cultures of engagement
Quality relationships
Trust, respect, and fairness
Belief in supervisor Credibility
Levels of Employee Engagement
Our Definition of Employee Engagement
Making employees feel appreciated, empowered, and motivated which leads them to go above and beyond their job description
Full transcript