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Transcript of 5EEG
Why are we here?
Why does employee engagement matter to me?
The 'X' model of Employee Engagement
What is Employee Engagement?
Necessity or Option?
Drivers for Employee Engagement
Can you recognise people in your team that fit in to this model?
Improved profit - Companies with engagement scores in the top quartile had twice the annual net profit of those in the bottom quartile
Greater productivity - Organisations in the top quartile had 18% higher productivity than those in the bottom
Reduced turnover - attrition rate is 40% lower of companies with high employee engagement
Why does employee engagement matter?
0. The 'X' Model of employee engagement
1. What is Employee Engagement
2. What should we expect?
3. Necessity or optional ?
4. Guidance data
5. Drivers and Barriers / EVP
6. Insuring the future
CIPD defines employee engagement as: ‘being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others’ in their Creating an Engaged Workforce Report.
CIPD sees engagement as having three core facets: intellectual engagement / cognitive, or thinking hard about the job and how to do it better; affective engagement / emotional, or feeling positively about doing a good job and social engagement / physical, or actively taking opportunities to discuss work-related improvements with others at work
The employee :
1. has internalized the importance of accomplishing the firm’s mission
2. sees a mutuality of interest between his/her values and aspirations and those of the organization.
From management’s perspective
1. communicating the organization’s progress and challenges and relating business results to team and individual roles
2. Endorsing a strong customer focus plays well with these employees, particularly when an understanding of customer needs is the outcome.
3.encourage upward communication and innovation with appropriate recognition and rewards
4. encourage upward communication and innovation with appropriate recognition and rewards
What should we expect?
Cook S. (2008:20-22) states that ‘according to research by professional services company Towers Perrin, organizations with higher levels of employee engagement outperform their competitors in terms of performance and profitability on aggregate by 17 per cent’. She mentions in ‘studies show that 10 per cent increase in employee engagement leads to a 6 per cent increase in customer service and 2 per cent increase in profitability.’ The Hay Group found that professional services organisations with engaged employees were up to 43 per cent more productive while Stanford University suggests that employee commitment results in corporate performance gains of between 30 and 40 per cent.
Working on the model developed by Christopher Rice at el (2012), these elements determine the characteristics our organisation would exhibit when it achieved a high level of EEG
Talent x (Relationship + Right Expectation + Recognition/Reward)
Gallup Q12 Employee Engagement Survey - “The instrument was the result of hundreds of focus groups and interviews. Researchers found that there were 12 key expectations, that when satisfied, form the foundation of strong feelings of engagement. So far 87,000 work units and 1.5 million employees have participated in the Q12 instrument.”
The engagement index :
Engaged: employees who work with passion and feel a profound connection to their company. They drive innovation and move the organization forward;
Not-Engaged: employees that are essentially “checked out.” They are sleepwalking through their workday.
Actively Disengaged: employees that aren’t just unhappy at work; they’re busy acting out their unhappiness.
Insuring the future
bulding the future of employee engagement as a major organisational development project
The HR will be: strategically, consultative and supportive It will shape the human resource strategy, will be business partner for all departments and will be administrative and supportive role for all HR processes and policies.