From “Yes, Let’s Do it” to “Yes, We Did It”: Ensuring Your Engagement Initiatives Come to...

From “Yes, Let’s Do It” to

“Yes, We Did It”Ensuring Your Engagement Initiatives Come to

Fruition

Adrienne A. Isakovic, Ph.D., HRMP

Making Engagement Real

58

59

59

68

71

71

73

80

0 10 20 30 40 50 60 70 80 90

Strong Sales and Marketing Capabilities

Ability to Innovate

Continuous Quality Improvement

Efficient Productivity

Strong Executive Leadership

High Level of Employee Engagement

Effective Communications

High Level of Customer Service

Which Factors Are Most Likely to Bring Success?

Source: The Impact of Employee Engagement on Performance. A Report by Harvard Business Review Analytic Services, 2013.

31

31

39

85

86

94

0 10 20 30 40 50 60 70 80 90 100

Strong Executive Leadership

Effective Communications

High Level of Customer Service

Engagement: High Prioritizers More Likely to Value Success Factors

High Prioritizers Low Prioritizers

Source: The Impact of Employee Engagement on Performance. A Report by Harvard Business Review Analytic Services, 2013.

Best-in-Class Companies’ Best Practices

Use customer data to leverage engagement initiatives to improve performance

Avoid Rote Surveys

Avoid Rote Surveys

Define and articulate what constitutes a “successful” employee:

• In the last seven days, someone has recognized me for my work.

• I have the tools that I need to perform my job.

• My supervisor cares about me.

• There’s someone at work who encourages my development.

• I know what’s expected of me at work.

• My colleagues are committed to doing quality work.

Source: The Impact of Employee Engagement on Performance. A Report by Harvard Business Review Analytic Services, 2013.Also available at: http://www.inc.com/the-build-network/12-questions-to-gauge-employee-engagement.html

Goal Alignment and Communication

Corporate Goals

Business Objectives

Personal Objectives

ToolsAccountability

Some Autonomy

Communicating and Embedding Goals

Active Measures

Through executive management briefings

At “all company” meetings

During assessments/performance reviews

Through individual goals aligned with corporate goals

Via training and leadership development

Passive Measures

Via corporate intranet

Through recruitment and employee familiarization

Via corporate social media

Through detailed job descriptions

Some or all staff pay linked to corporate goal achievement

Engagement Performance

Employee satisfaction vs. advocacy

Employee satisfaction• Have a physically and emotionally safe work environment• Given good training• Being valued• Compensated fairly

Employee advocacy• Ability to achieve extraordinary things• Have a purpose with a meaning• Ability to work in a team you would do anything for and that

would do anything for you• Opportunity to learn more and grow in the role

Customer satisfaction vs. advocacy

Customer Advocacy: Net Promoter System

Three Factor Rule:

Purpose

CultureStructure

Engagement Performance

Thank you for your attention and interest!

Adrienne A. Isakovic, Ph.D., HRMPa.Isakovic@hbmsu.ac.ae04 424 1083@adiisakovic