5Key Take-Aways Employee engagement matters HR has critical role – champion, facilitator and modelEngagement levels are lowBut can be improvedEngagement is not just an “initiative” or “program”Engagement should be measuredSurvey results must be acted on
7What is Employee Engagement? Heightened connection to work, organization, mission or co-workersBeyond job satisfaction or happinessPersonal meaning in workPrideBelief their organization values themMore likely to go above minimum and provide “discretionary effort.”
8Discretionary Effort Goe for customers Volunteers ideas Works hard – and smartDoesn’t quitCalls in sick only when illStays alert to safety hazards.Go extra mile for customersVolunteer ideasWork hard – and smartDon’t quitCall in sick only when illStay alert to safety hazards.
12Power of Employee Engagement ProfitabilityProductivityCustomer scoresSafety incidentsLost or stolen inventoryTurnover (low-turnover orgs)Turnover (high-turnover orgs))Absenteeism-70%-60%-50%-40%-30%-20%-10%0%10%20%30%Key Performance IndicatorsTop- and Bottom-Quartile Work Groups
13What About in Government? U.S. Merit Systems Protection BoardBetter success achieving strategic goalsFewer EEO complaintsLess missed timeHigher retention
14Governing/ADP/IPMA-HR Engaged public sector employees: Twice as likely to stay in current job2.5 times more likely to feel they can make a difference2.5 times more likely to recommend their workplace to othersThree times as likely to report being very satisfied in their jobs.
16Deloitte Higher levels of engagement drive: Improved employee performance to support missionMore collaborative and innovative work environmentsLower costs of disengagement.
17Levels of Employee Engagement VCFA Goals and Progress Measures for EIDWorldwide
18VCFA 2013-14 Goals and Progress Measures for EID Engagement in the U.S.
19How About in Government? IPMA-HR/ADP/Governing – 58% engaged MSPB35% engaged47% somewhat engaged18% not engagedOPM Federal Employee Viewpoint Survey – 65% engagedUK People Survey – 58% engaged.
20Engaged Employees Have strong relationships in organization Highly motivated to work hardStay – even for less moneyGo the extra mileRecommend organization as good place to work
21On the Other Hand … On the Other Hand … Not engagedNot strongly committed to organizationFeels trappedGives bare minimumActively disengagedPoor relationship with organizationOnly going through the motions
27Engagement Survey Questions Pride in work or workplace1. My organization is successful at accomplishing its mission2. My work unit produces high-quality products and services3. The work I do is meaningful to meI would recommend my organization as a place to workSatisfaction with leadership5. Overall, I am satisfied with my supervisor6. Overall, I am satisfied with managers above my immediate supervisor
28Engagement Survey Questions Opportunity to perform well7. I know what is expected of me on the job8. My job makes good use of my skills and abilities9. I have the resources to do my job well10. I have sufficient opportunities (such as challenging assignments or projects) to earn a high performance ratingSatisfaction with recognition received11. Recognition and rewards are based on performance in my work unit12. I am satisfied with the recognition and rewards I receive for my work
29Engagement Survey Questions Prospects for personal and professional growth13. I am given a real opportunity to improve my skillsPositive work environment and teamwork14. I am treated with respect at work15. My opinions count at work16. A spirit of cooperation and teamwork exists in my work unit
30Engagement Process Model 1. Plan5. Sustain Engagement and Resurvey2. SurveyCommunicate3. Analyze4. Take Action
31Taking Action on Survey Data “Measurement Without Targeted Action is Useless”“You Said, We Did”
32Taking Action on Survey Data Form engagement teamsCollect additional dataIdentify priorities – areas of strength and weaknessFocus on individual work unitsDevelop and implement action plansProvide education and trainingIdentify outcome measuresEstablish accountabilitiesCommunicate
34Effective Practices Engagement is everyone’s responsibility It must be a strategyLead from the topInvolve unionsHire with care; probation is part of selectionOnboard well.
35Effective PracticesSelect supervisors who can supervise – and build engagementGive them training, resources and supportHold supervisors accountable for engagement
36Effective Practices Manage performance Recognize contributions Make sure employees know what is expected – and how work links to missionMeet regularly with employeesProvide opportunities to grow and developHold employees accountable – avoid transferring poor performersRecognize contributionsMake sure employees’ opinions countCreate a positive work environment – respect work/life balanceCommunicateMeasure and re-measure engagement.
39Identify organization- wide issues What is HR’s Role?Champion engagementDrive cultural changeFacilitate processIdentify organization- wide issuesBe a role modelLead action
40Building a Culture of Engagement A set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm
41Getting Started Getting Started Make the long-term commitment Communicate the business caseGet leaders, managers and supervisors on boardInvolve unionsPlan and communicate strategySurvey employeesFollow throughGetting Started
42Key Take-Aways Employee engagement matters HR has critical role – champion, facilitator and modelEngagement levels are lowBut can be improvedEngagement is not just an “initiative” or “program”Engagement should be measuredSurvey results must be acted on