Presentation on theme: "Your Speaker Today Mike Phillips Director of Feedback Strategy"— Presentation transcript:
1Keys to Organizational Effectiveness: The Importance of Engaged Employees
2Your Speaker Today Mike Phillips Director of Feedback Strategy Cvent Web Surveys
3Employee “Engagement” Defined Employee Engagement Study, July 2012An engaged employee is enthusiastically and proudly involved in his or her organization and day-to-day job responsibilities, and engagement keeps employees committed to their work.“A heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work.”- The Conference Board“The measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work.”
4Why is Engagement Important? Engagement Benchmarks “Only 58% of public sector employees are fully engaged in their jobs.”“Depending on global region, industry type and company size, an average of 29% - 33% of employees can be considered at any particular point in time.”Engaged public sector employees are…Twice as likely to stay in their current job2.5 times more likely to feel they can “make a difference”2.5 times more likely to recommend their workplace to othersThree times as likely to report being “very satisfied” in their jobs
5Why is Engagement Important? Revenue: engaged employees play a major role in helping achieve revenue goals.Employee retention: engaged workforces enjoy higher retention rates.Productivity: engaged employees are more productive.Morale: engaged employees have higher morale.Creativity: engaged employees are viewed as more creative and innovative.Stakeholder loyalty: engaged employees are key to creating more loyal stakeholders.
7Employee Engagement – First Principles Source: Employee Engagement Benchmark StudyDemand Metric Research CorporationDecember, 2013
8Measuring Engagement“How do you measure effects of employee engagement?”Source: Employee Engagement Benchmark StudyDemand Metric Research CorporationDecember, 2013
9Creating an Engaged Culture “How do you create and maintain engagement?”Source: Employee Engagement Benchmark StudyDemand Metric Research CorporationDecember, 2013
10Key First Steps What are the components of engagement? How do my levels compare to others’ levels?How does engagement differ by division, department, region, management level, etc…?Measure Engagement LevelsHow do the drivers of engagement differ across various units and levels?Are current programs focused on engagement or something less?Assess Factors Driving EngagementRecognize and reward engagement (share stories, recognize good work, reinforce positives)Remediate areas of disengagement (create clarity, revise messaging, re-focus training)Take Action!
11Current State of Measurement “In spite of the importance of employee retention to agency success, more than two-thirds of those surveyed do not have a formal process, such as employee opinion surveys or other research tools, for assessing employee engagement.”Employee Engagement Study, July 2012
132 Key Dimensions to Engagement AlignmentEmpowermentEngagement
14Engagement Segmentation Alignment Questions:I know what is expected of me at work.The mission/purpose of my company makes me feel my job is important.My associates (fellow employees) are committed to doing quality work.I have a best friend at work.In the last six months, someone at work has talked to me about my progress.Empowerment Questions:I have the materials and equipment needed to perform my duties.I have the opportunity to do what I do best every day.In the last seven days, I have received recognition or praise for doing good work.My supervisor cares about me as a person.Someone at work encourages my development.At work, my opinions seem to count.In the last year, I have had opportunities to learn and grow.
15Engagement Segmentation Step 1:Based on agreement w/each of the 12 Engagement Statements, each Employee can be segmented into Engaged or Disengaged segments based on agreement with specific statements.alignedProductive contributorsDo not use their own judgment or make their own decisionsDIsengagedNo connection w/organizationSource of income onlyEngagedMake decisions and take actions that they believe are in the best interests of the companyempoweredFeel free to make their own decisionsDo not feel responsible for success of firmEmpowered
16Engagement Segmentation Step 2:Predictive statisticalanalysis can then be performed to determine what attributes of the experience best predictdifferences between Engaged and Disengaged segments.DIsengagedNo connection w/organizationSource of income onlyEngagedMake decisions and take actions that they believe are in the best interests of the organization.Experience AttributesDefining the Difference
17Employee Engagement Segmentation Basic Profile: Key Metrics Employee Engagement Segments“Engaged” Employee Segment ProfileEmpoweredEngagedAlignedDisengagedAttributeSatisfactionRecommendAligned w/MissionEmpowered to ActIndex16415216818112113312416611213115789776558Below AverageAgreementAbove AverageAgreementIndex: Index of 100 = average for all respondents
18Employee Engagement Segmentation Demographic Profile Report Example Employee Demographic Profile by Engagement SegmentAbove AverageBelow AverageIndex: Index of 100 = average for all respondents
19Employee Engagement Segmentation Key Driver Analysis of Engagement % Importance in Predicting Employee Engagement
20Employee Engagement Segmentation Key Driver Analysis of Engagement Key Primary/Sub-Drivers of Employee EngagementAttributeImportanceSupervision42%Supervisor is a Positive Influence22%Regular Feedback on Performance20%Problem Resolution32%Feel Free to Solve Customer Problems17%Have Tools Needed to Do Job15%Training26%Training is High Priority
21Full Circle Employee Engagement and Organizational Effectiveness Committed AmbassadorsNew Service IdeasEmpowered Problem SolversHigher RetentionEngagedEmployeesGreat StakeholderExperienceLoyaltyStrongPerformanceResultsProuderEmployeesInvestmentin EmployeesSource: Temkin Group