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Half day open training event held in Toronto, Canada.
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Employee engagement
by Toronto Training and HR
May 2014
Page 2
CONTENTS3-4 Introduction5-6 Definitions7-8 Sources of employee engagement9-11 Rules of employee engagement12-13 Impact on employee engagement14-15 Categorizing levels of employee engagement16-17 Why do individuals become disengaged?18-19 The employee engagement process model20-21 Different scales to use22-23 Ways to bring kindness to the workplace24-25 Cycle of success26-27 ‘Enablers’28-29 Hierarchy of human capabilities30-31 Integrated interventions32-34 Survey questions35-36 An onboarding model37-38 Gender and organizational commitment39-40 Building and communicating brand values41-42 Dimensions of facilitation43-44 Ways to improve employee engagement45-46 Recent findings47-48 Why isn’t employee engagement seen as business critical?49-50 Conclusion, summary and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions • Employee engagement• Discretionary effort• Drivers of employee
engagement• Elements of employee
engagement
Page 7
Sources of employee engagement
Sources of employee engagement
• Leaders• Managers• Employees
Page 8
Page 9
Rules of employee engagement
Rules of employee engagement 1 of 2
• Tap into the power of an inspirational mission
• If you want your people to give 100% communicate freely and frequently
• Everyone wants to improve
• Provide pathways for advancement
• Workers don’t work for money alonePage 10
Rules of employee engagement 2 of 2
• Create a culture of community
• Give them freedom• Research shows that
most employees work best under a “servant leader”
• A “family friendly” workplace actually helps employees stay focused on the job
• Fun on the job promotes engagementPage 11
Page 12
Impact on employee engagement
Impact on employee engagement
• Appreciation by direct supervisor
• Opportunity to advance
• Salary and bonus• Ability to be effective
in one’s job• Organization’s care for
wellbeing• Confidence in
executive leadership• Relationship with
peersPage 13
Page 14
Categorizing levels of employee engagement
Categorizing levels of employee engagement
• Highly engaged• Engaged• Disengaged
• Quality, cost, customer service
Page 15
Page 16
Why do individuals become disengaged?
Why do individuals become disengaged?
• Uncertain job security• Dead-end jobs• Lack of meaning• Worker invisibility• Corporate coldness• Working in the dark• Unrealistic
expectations• Questionable business
practices
Page 17
Page 18
The employee engagement process
model
The employee engagement process model
• Plan• Survey• Analyze• Take action• Sustain engagement
and re-survey
Page 19
Page 20
Different scales to use
Different scales to use
• Leisure ethic scale• Money ethic scale• Occupational
commitment scale
Page 21
Page 22
Ways to bring kindness to the workplace
Ways to bring kindness to the workplace
• Lead by example• Support• Boost morale• Corporate social
responsibility and charity
• Simple gestures• Celebrate
Page 23
Page 24
Cycle of success
Cycle of success
• Acquire• Manage• Develop• Assess
Page 25
Page 26
‘Enablers’
‘Enablers’ • Leadership • Line managers • Employee voice throughout
the organization• ‘Organizational integrity’
Page 27
Page 28
Hierarchy of human capabilities
Hierarchy of human capabilities
• Obedience• Diligence• Expertise• Initiative• Creativity• Passion
Page 29
Page 30
Integrated interventions
Integrated interventions
• Communicate strategy
• Drive cultural change• Develop strategic
leadership and develop talent
• Manage employee performance and align rewards to strategy
• Enable HR processes with technologyPage 31
Page 32
Survey questions
Survey questions1 of 2
• I can grow and develop at my organization
• I have confidence in the future of my organization
• My work gives me a sense of personal accomplishment
• I am paid fairly for the work I do
• My total reward package is competitive for my industry sector
Page 33
Survey questions 2 of 2
• Pride in work or workplace• Satisfaction with
leadership• Opportunity to perform
well• Satisfaction with
recognition received• Prospects for personal and
professional growth• Positive work environment
and teamwork
Page 34
Page 35
An onboarding model
An onboarding model
• Before the first day• The first day• The first week• The first 90 days• The first year
Page 36
Page 37
Gender and organizational commitment
Gender and organizational commitment
• Gender model• Job model
Page 38
Page 39
Building and communicating brand
values
Building and communicating brand values
• Identification and belief
• Consistency• Clarity• Honesty• Operate a two-way
street• Recognition/care
Page 40
Page 41
Dimensions of facilitation
Dimensions of facilitation
• Planning• Meaning• Confronting• Feeling• Structuring• Values
Page 42
Page 43
Ways to improve employee engagement
Ways to improve employee engagement
• Use the right survey• Focus on the enterprise
and local levels• Select the right managers• Coach managers and hold
them accountable for their employees’ engagement
• Define engagement goals in realistic and everyday terms
• Find ways to connect with each employeePage 44
Page 45
Recent findings
Recent findings
• Employee engagement makes a difference to the bottom line
• Managers and leaders play a key role
• Different types of workers need different engagement strategies
• Employee engagement has a great impact on performance than corporate policies and perks
• Employees are not prepared to engage customers
Page 46
Page 47
Why isn’t employee engagement seen as
business critical?
Why isn’t employee engagement seen as business critical?
• Ignorance• Indifference• Impotence
Page 48
Page 49
Conclusion, summary and questions
Page 50
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
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