Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
You can change this under Settings & Account at any time.
Transcript of Employee Engagement
What does Employee Engagement mean to you?
Study 1 Customer Focused Employee Engagement
Customer Satisfaction vs. Engagement Behaviors
Customer Focused Engagement vs Product and Service Quality
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
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
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
Employee Engagement Iniative
Used Profit Chain Framework
Three Main Strategy Points
Hire employes with customer orientation
Treating employees well
Two broad approaches
Psychological well-being = positive emotion + purpose
Psychological well-being = higher positivity and greater relationships with colleagues
Poor psychological well-being is linked to mental and physical health issues
Stronger predictor of job performance than job satisfaction
Nancy R. Lockwood, SPHR, GPHR, M.A.
Robertson & Cooper
Customer Satisfaction Growth
Employee Turnover Reduced
Employee Opinion Survey Gains
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
"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
"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
How to Develop Positive Psychological Captial
Mastery Experiences or Performance Attainments
Vicarious Experiences or Modeling
Physiological and Psychological Arousal
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
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.
"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
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
Casey, Antonio, and Stephen
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
Engagement goes beyond job satisfaction
Desire to feel utilized and linked to company objective
Cultures of engagement
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