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Employee Engagement Act, Engage, Measure Dale Kirk Thales Training & Consultancy.

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Presentation on theme: "Employee Engagement Act, Engage, Measure Dale Kirk Thales Training & Consultancy."— Presentation transcript:

1 Employee Engagement Act, Engage, Measure Dale Kirk Thales Training & Consultancy

2 2 Our Agenda  Encouragement, Caution, Challenge  Background to employee engagement  Comparative information  Engagement pitfalls  Top tips

3 3 Google Search Insight: “Employee Engagement” Google has million results for “employee engagement”

4 4 Definition “the extent to which employees commit to something or someone in their organisation, how hard they work, and how long they stay as a result of that commitment” The Corporate Leadership Council "a heightened emotional connection that an employee feels for their organisation, that influences them to exert greater discretionary effort to their work". The Conference Board

5 5 Corporate Leadership Council More than 50,000 employees 59 Global organisations 10 Industries 27 Countries High engagement = up to 20% performance increase High commitment = 87% less probability of departure

6 6 Engagement Questions in an Employee Survey  I am proud to be associated with this company  I work beyond what is required to help us succeed  I would recommend this as a good place to work  I am personally committed to achieving our goals  The company energizes me to go the extra mile.  I believe strongly in our goals and objectives.  I fully support the values for which we stand.  It would take a lot for me to actively look for another employer.  At the present time, are you seriously considering leaving?

7 7 An Engagement Model Performance Retention Discretionary Effort Discretionary Effort Intent to Stay Intent to Stay The outputs of commitment Emotional Commitment Emotional Commitment Rational Commitment Rational Commitment Engagement Drivers Engagement Drivers Corporate Leadership Council

8 8 Drivers of Engagement  Recognition  Trust and Integrity  Nature of the Job  Link between employee and organisation performance  Career growth opportunities  Pride about the company  Co workers/Team members  Employee development  Relationship with manager  Compensation  Benefits

9 9 An Engagement Model Performance Retention Discretionary Effort Discretionary Effort Intent to Stay Intent to Stay The outputs of commitment Emotional Commitment Emotional Commitment Rational Commitment Rational Commitment Engagement Drivers Engagement Drivers Corporate Leadership Council

10 10 Engaged percentages 13% 11% 76% The Disaffected The Agnostics The True Believers

11 11 Segmentation No specific segmentation or split High engagement = up to 20% performance increase High commitment = 87% less probability of departure

12 12 Pareto Principle 13% 11% 76% The Disaffected The Agnostics The True Believers

13 13 The Human Effects of Measurement The Risks!  Comparison  Competition  Selfishness  Interpretation and Justification  Survey “fatigue”  Try to improve too many things  Last minute burst of actions  “Special” attempts to improve potential responses!

14 14 Our Agenda  Encouragement, Caution, Challenge  Background to employee engagement  Comparative information  Engagement pitfalls  Top tips

15 15 Comparative information Going above and beyond:  Brand leverage  Plan A – volunteering for something that matters  Employee representation at all levels  Head office in stores  Engagement notice boards

16 16 Pitfalls and mistakes to avoid  Ignoring the issue  Looking for a quick fix  One size fits all  Arbitrary goals  Not following up

17 17 Low cost high return options  Concrete goals  Recognition culture  Ask what people need  Talk about non-work  Talk about the benefits

18 18 Conclusions  Background to employee engagement  Comparative information  Engagement pitfalls  Top tips Thank You

19 Employee Engagement Act, Engage, Measure Dale Kirk Thales Training & Consultancy


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