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Employee Engagement

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by

Richard Haswell

on 6 January 2013

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Transcript of Employee Engagement

Push Backs....
Employee Engagement Strategies
Ask- What keeps you?- Stay Interviews Next Steps... Employee Engagement
1. Exciting work and challenge
2. Career growth, learning & development
3. Working with great people
4. Fair pay
5. Supportive management/ good boss
6. Being recognised, valued and respected
7. Benefits
8. Meaningful work & making a difference
9. Pride in organisation-mission & products
10. Great work environment & culture The Company creates the environment but it is the manager who delivers the experience (feedback, communication, trust, values, respect, ethics)
-the single biggest influence on employee engagement is the manager Employee Engagement Strategies
Tell the Truth… Gallup survey- 25 yrs, 7000 companies- relationship with manager largely determines the length of an employees stay

Saratoga Institute- 20,000 employees who had just left an employer- revealed supervisor behaviour was the main reason

Inspiring Talent 2011 survey- questioned 4,000 staff- 40% expected to leave job in next five years citing that skills not being fully used (81%), and saying their appraisal was of little or no value (49%). What do you need to learn to work at your best?
What can we do to make you job more satisfying?
What makes for a great day at work?
What do you want to learn this year?
As your manager what could I do a little more of or less of?
What would be the one thing if changed in your current role would make you consider moving on?
Are we fully utilising your talents?
If you could change one thing about this department or team what would it be?
Make a note of their answers and periodically check to see what you have done personally relative to his or her needs
For your direct reports keep a rolling list of ‘more of’/ ‘less of’ (with examples) and think of actions to bridge the gap
Don’t wait to annual review to give feedback, make it frequent/ real time
When giving feedback- first ask employee’s point of view- successes, how they might have been more successful, where they need to grow
Balance the good feedback with areas for improvement
Deliver feedback in private, give it time it deserves, focus on the future rather than the past, give clear examples, encourage discussion, create actionable next steps
If you make a mistake, confess it/ take responsibility- your stock will go up Employee Engagement Strategies
Understand- Deeper Listening…… Which of these things do you sometimes
think while your employees talk to you? I already know the punch line…I’m five steps ahead- The Interrupter
I’m too busy for this. I have a stack of work on my desk- The Drifter
How can I defend my position?- The Defender
I’m going to check my e-mail while he/she talks
That’s not relevant or new- The Transmitter (talking too much)
We solved that a long time ago- The Derailer (changing subject to something that interests you) TO DO
Listen for input (ideas), their motivations and challenges
Adjust your style to the slow talkers as well as the fast ones
Listen and act upon the ideas that your employees bring you- when they see that
you have implemented one they will feel heard
Remember to ask about things important to your employees
Move away from your e-mail so you can focus upon your employee
It’s OK to take notes- it signals to the employee that you truly want to remember
EMPLOYEE ENGAGEMENT INDEX AT A GLANCE 2012 Employee Survey- functional data Sales, Service & Customer Care
annualised cost of €1.6m Why Employees Stay with an Employer? Employee Engagement Strategies
Recognition…… ‘Every year I received a pay increase and bonus. I was hitting all my targets and doing a good job. It’s funny how I left every one of those annual reviews feeling pretty empty. The reward I wanted most was positive feedback from my boss. I wanted him to say he really appreciated me and my contribution to our business. I really never felt recognised and that was the primary reason why I left.’ – Compensation is a right, recognition is a gift

Ohio State University Study- in absence of feedback, pay used as only measure of worth.
Incentive Magazine- 57% of respondents indicated that they preferred to be recognised by an immediate supervisor, compared with only 21% who placed higher value on a presentation from a senior manager TO DO
An award or acknowledgement given preferably in front of peer group
A written thank you (preferably hand written)- you really made a difference by…., I’m impressed with…., we couldn’t have done without your….
Frequent appreciation of effort
Implementation of one of their suggested ideas
An opportunity to be involved in a cross-functional project
A note to your boss’s boss about their performance/ achievement
Nomination for company recognition schemes Employee Engagement Strategies
Mentoring…… Model
Help employees find good role models (& model behaviours you expect from them)
People more likely to trust someone who copes rather than who masters everything easily
Debriefing- ‘this is what I think happened….’

Encourage
Support & encourage during the good and bad times
Share personal failures and successes

Nurture
Nurture ideas- Avoid killing ideas- starting point of ‘why not’ rather than ‘why’
Nurture relationships- get to know them and give them every opportunity to get to know you.
Give your talented employees exposure to the wider organisation

Teach about Organisation Realities
Employees can be derailed due to political blunders, lack of interpersonal skills or ignorance of unwritten rules
EI- Emotional Intelligence- your ability to monitor you own and others’ feelings.
AQ- Adversity Quotient- your ability to deal with bad luck or plans going wrong
Success driven by PIE- Performance, Image, Exposure Quite apart from it being incumbent on us as managers, engagement directly influences productivity and turnover is costly in terms of time and money- how can you not have time for this stuff?

Our performance management process places equal measure on accomplishments and behaviours of which this will help


Correct but as proven it is not the only factor and is too simplistic a view- if we are trying to hire and keep strictly based on money this is short-sighted and there will always be a higher bidder


Dedicated, productive, engaged and hardworking people that are prepared to go the extra mile I don’t have time for this stuff My company rewards delivering on results- not being a nice person Money is still a major factor in retaining talent What’s in it for Me? Love 'Em or Lose 'Em
Beverley Kaye & Sharon Jordan-Evans, 2008 Read 'Love 'Em or Lose 'Em'
From Quick Reference Card choose two or three engagement tactics to commit to- ADD TO DEVELOPMENT NEEDS- it takes three weeks to develop a new habit (devise an action plan & stick to it)
Get feedback from others as you try something new- ask trusted colleagues what is working and what is not
Ensure employee engagement is entered as a personal PMP objective & follow through with committed actions Act as the ‘golf coach’- giving feedback signals
that you are interested in their career
Full transcript