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Employee Engagement

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Emily Smigiel

on 6 November 2012

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Transcript of Employee Engagement

"The essence of competitiveness is liberated when we make people believe that what they think and do is important - and then get out of their way while they do it.“
Jack Welch, General Electric (GE) EMPLOYEE Increased Productivity Colin Lernell / Dave McArthur / Emily Smigiel / Michael McArthur / Tomson Varghese / Vanessa Loparco INTRODUCTION - Employee Engagement "It is a positive, fulfilling, work-related state of mind which is characterized by vigor, dedication and absorption."
"It is the attachment, involvement, and commitment an employee has to their work, colleagues, and organization, in turn allowing the organization to fulfill its goals and prosper." Drivers of Employee Engagement Case Study / Example:
Driving Engagement Role of Senior Management:
- Demonstrate effective leadership
- Create opportunities for learning & development
- Building company image & reputation & giving importance to corporate social responsibility Effective Employee Communication Rewards & Recognition Outcomes of Engagement Role of the Immediate / Line Manager Company Background: 32,000 employees in over 10,000 locations around the globe Agenda:
introduction of recognition program to increase employee engagement Results:
650% increase in employee participation and decrease in employee turnover by 4% that is equal to $12 million saved by company More Results:
Employees having
'high pride'
Deeper connection to the company "The success and essential nature of recognition as a tool for Avis Budget is tied to driving engagement, which drives profitability and quality. Recognition is a piece of what helps us drive success." Tanner, O. C. (n.d.). Driving engagement: How avis budget group uses recognition to foster employee engagement, improve productivity, and save millions in the costs of turnover. Retrieved from http://www.octanner.com/insight/white-papers/driving-engagement Be a mentor to the employees and assist them in increasing productivity Incorporate PERFORMANCE
MANAGEMENT
strategies At the same time, employees must be willing and able to meet deadlines and goals Towers Perrin. (n.d.). An interview with julie gebauer on towers perrin’s just released global workforce study. Retrieved from http://www.towersperrin.com/tp/showhtml.jsp?url=global/publications/gws/key-findings.htm&country=global 1 1 Welch, J. (n.d.). BrainyQuote.com. Retrieved from http://www.BrainyQuote.com. Cole, N. D., & Dessler, G. (2011). Human resources management in canada, canadian eleventh edition. (11 ed., p. 415). Toronto, Canada: Pearson Education Canada. 2 2 Scarlett, K. (2011). What is employee engagement? In Scarlett Surveys International. Retrieved from http://www.scarlettsurveys.com/papers-and-studies/white-papers/what-is-employee-engagement 3 3 Towers Perrin. (n.d.). An interview with julie gebauer on towers perrin’s just released global workforce study. Retrieved from http://www.towersperrin.com/tp/showhtml.jsp?url=global/publications/gws/key-findings.htm&country=global well-informed employees are more engaged and focused create channels to facilitate open communication so employees voice concerns flat organizational structure - helps facilitate communication from front line employees to top management and vice versa - "...so the employees understand what's going on and feel like they are being listened to..." Piersol, B. (2007). Employee engagement and power to the edge. Performance Improvement, 46(4), 30-33. Retrieved from http://search.proquest.com/docview/237246063?accountid=11233 Examples - Employee Opinion Surveys / Suggestion Boxes Employee Manager Manager Employee Examples - Town Hall Sessions,Video, Blogs etc. 4 4 Bottom Line:
Increase Productivity
Lower Turnover
Fewer Mistakes
Improved Customer Satisfaction Pitfalls:
Not recognizing individual benefits
Not applying EE on a daily basis
Failing to include everyone Zinger, D. (2010). Avoiding employee engagement pitfalls. Canadian HR Reporter, 23(22), 20-20,24. Retrieved from http://search.proquest.com/docview/821296835?accountid=11233 Arthur, L. & Demand Media. (2012) How Does Employee Engagement Improve the Bottom Line?. Small Business. Retrieved from http://smallbusiness.chron.com/employee-engagement-improve-bottom-line-15482.html Tanner, O. C. (n.d.). Driving engagement: How avis budget group uses recognition to foster employee engagement, improve productivity, and save millions in the costs of turnover. Retrieved from http://www.octanner.com/insight/white-papers/driving-engagement Tanner, O. C. (n.d.). Driving engagement: How avis budget group uses recognition to foster employee engagement, improve productivity, and save millions in the costs of turnover. Retrieved from http://www.octanner.com/insight/white-papers/driving-engagement Tanner, O. C. (n.d.). Driving engagement: How avis budget group uses recognition to foster employee engagement, improve productivity, and save millions in the costs of turnover. Retrieved from http://www.octanner.com/insight/white-papers/driving-engagement Cole, N. D., & Dessler, G. (2011). Human resources management in canada, canadian eleventh edition. (11 ed., p. 418-419). Toronto, Canada: Pearson Education Canada. Compensation Incentives
Promotions/Responsibility
Public/Company Recognition
Rewards only effective if: Distributively, procedurally and interactionally just and fair Saks, Alan M. "Antecedents and Consequences of Employee Engagement." Journal of Managerial Psychology 21.7 (2006): 600-. ABI/INFORM Global; ProQuest Business Collection; ProQuest Psychology Journals. Web. 5 Nov. 2012. Tanner, O. C. (n.d.). Driving engagement: How avis budget group uses recognition to foster employee engagement, improve productivity, and save millions in the costs of turnover. Retrieved from http://www.octanner.com/insight/white-papers/driving-engagement CONCLUSION Productivity
Retention
Reliability
Customer Satisfaction Leadership:
Build company image/Reputation in eyes of Employees/Public Organization:
Flatter structures / Open, two-way communication Front-Line Management:
Coaching, Support, Guidance / Rewards and Recognition Beyond Pay Employees:
Skills & Career Development Questions Setting performance and development goals
Providing ongoing feedback and recognition
Managing employee development
Conducting mid-year and year-end appraisals
Building a climate of trust and empowerment Mone, E., Eisinger, C., Guggenheim, K., Price, B., & Stine, C. (2011). Performance management at the wheel: Driving employee engagement in organizations. Journal of Business and Psychology, 26(2), 205-212. doi: http://dx.doi.org/10.1007/s10869-011-9222-9
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