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Keys to Organizational Effectiveness: The Importance of Engaged Employees.

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Presentation on theme: "Keys to Organizational Effectiveness: The Importance of Engaged Employees."— Presentation transcript:

1 Keys to Organizational Effectiveness: The Importance of Engaged Employees

2 Your Speaker Today Mike Phillips Director of Feedback Strategy Cvent Web Surveys mphillips@cvent.com

3 “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.” Employee “Engagement” Defined An 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 Employee Engagement Study, July 2012

4 Why 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 job ► 2.5 times more likely to feel they can “make a difference” ► 2.5 times more likely to recommend their workplace to others ► Three times as likely to report being “very satisfied” in their jobs

5  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. Why is Engagement Important?

6 Getting to “Engagement”

7 Employee Engagement – First Principles Source: Employee Engagement Benchmark Study Demand Metric Research Corporation December, 2013

8 Measuring Engagement “How do you measure effects of employee engagement?” Source: Employee Engagement Benchmark Study Demand Metric Research Corporation December, 2013

9 Creating an Engaged Culture Source: Employee Engagement Benchmark Study Demand Metric Research Corporation December, 2013 “How do you create and maintain engagement?”

10 Key First Steps

11 “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.” 11 Employee Engagement Study, July 2012 Current State of Measurement

12 Quantifying and Acting on Engagement

13 2 Key Dimensions to Engagement AlignmentEmpowerment Engagement

14 Engagement Segmentation Alignment Questions: 1. I know what is expected of me at work. 2. The mission/purpose of my company makes me feel my job is important. 3. My associates (fellow employees) are committed to doing quality work. 4. I have a best friend at work. 5. In the last six months, someone at work has talked to me about my progress. Empowerment Questions: 6. I have the materials and equipment needed to perform my duties. 7. I have the opportunity to do what I do best every day. 8. In the last seven days, I have received recognition or praise for doing good work. 9. My supervisor cares about me as a person. 10. Someone at work encourages my development. 11. At work, my opinions seem to count. 12. In the last year, I have had opportunities to learn and grow.

15 Engagement Segmentation ALIGNED P RODUCTIVE CONTRIBUTORSP RODUCTIVE CONTRIBUTORS D O NOT USE THEIR OWN JUDGMENT OR MAKE THEIR OWN DECISIONSD O NOT USE THEIR OWN JUDGMENT OR MAKE THEIR OWN DECISIONSALIGNED P RODUCTIVE CONTRIBUTORSP RODUCTIVE CONTRIBUTORS D O NOT USE THEIR OWN JUDGMENT OR MAKE THEIR OWN DECISIONSD O NOT USE THEIR OWN JUDGMENT OR MAKE THEIR OWN DECISIONS DI SENGAGED N O CONNECTION W / ORGANIZATIONN O CONNECTION W / ORGANIZATION S OURCE OF INCOME ONLYS OURCE OF INCOME ONLY DI SENGAGED N O CONNECTION W / ORGANIZATIONN O CONNECTION W / ORGANIZATION S OURCE OF INCOME ONLYS OURCE OF INCOME ONLY E NGAGED M AKE DECISIONS AND TAKE ACTIONS THAT THEY BELIEVE ARE IN THE BEST INTERESTS OF THE COMPANY E NGAGED M AKE DECISIONS AND TAKE ACTIONS THAT THEY BELIEVE ARE IN THE BEST INTERESTS OF THE COMPANY EMPOWERED F EEL FREE TO MAKE THEIR OWN DECISIONSF EEL FREE TO MAKE THEIR OWN DECISIONS D O NOT FEEL RESPONSIBLE FOR SUCCESS OF FIRMD O NOT FEEL RESPONSIBLE FOR SUCCESS OF FIRMEMPOWERED F EEL FREE TO MAKE THEIR OWN DECISIONSF EEL FREE TO MAKE THEIR OWN DECISIONS D O NOT FEEL RESPONSIBLE FOR SUCCESS OF FIRMD O NOT FEEL RESPONSIBLE FOR SUCCESS OF FIRM E MPOWERED ALIGNED 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.

16 Engagement Segmentation Step 2: Predictive statistical analysis can then be performed to determine what attributes of the experience best predict differences between Engaged and Disengaged segments. DI SENGAGED N O CONNECTION W / ORGANIZATIONN O CONNECTION W / ORGANIZATION S OURCE OF INCOME ONLYS OURCE OF INCOME ONLY DI SENGAGED N O CONNECTION W / ORGANIZATIONN O CONNECTION W / ORGANIZATION S OURCE OF INCOME ONLYS OURCE OF INCOME ONLY E NGAGED M AKE DECISIONS AND TAKE ACTIONS THAT THEY BELIEVE ARE IN THE BEST INTERESTS OF THE ORGANIZATION. E NGAGED M AKE DECISIONS AND TAKE ACTIONS THAT THEY BELIEVE ARE IN THE BEST INTERESTS OF THE ORGANIZATION. Experience Attributes Defining the Difference

17 Employee Engagement Segmentation Basic Profile: Key Metrics Employee Engagement Segments Index: Index of 100 = average for all respondents Empowered Engaged Aligned Disengaged Attribute Satisfaction Recommend Aligned w/Mission Empowered to Act Index →164 →152 →168 →181 Attribute Satisfaction Recommend Aligned w/Mission Empowered to Act Index →121 →133 →124 →166 Attribute Satisfaction Recommend Aligned w/Mission Empowered to Act Index →112 →131 →157 →131 Attribute Satisfaction Recommend Aligned w/Mission Empowered to Act Index →89 →77 →65 →58 “Engaged” Employee Segment Profile Below Average Agreement Above Average Agreement

18 Employee Engagement Segmentation Demographic Profile Report Example Employee Demographic Profile by Engagement Segment Index: Index of 100 = average for all respondents Below Average Above Average

19 Employee Engagement Segmentation Key Driver Analysis of Engagement % Importance in Predicting Employee Engagement

20 Employee Engagement Segmentation Key Driver Analysis of Engagement Key Primary/Sub-Drivers of Employee Engagement

21 Full Circle Employee Engagement and Organizational Effectiveness Higher Retention Prouder Employees Investment in Employees Engaged Employees Great Stakeholder Experience Loyalty Strong Performance Results Source: Temkin Group

22 Thank you Mike Phillips mphillips@cvent.com 571-830-2149


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