Engage 2 Perform Mark Horton MBA How managers should engage with their staff.

Engage 2 Perform What is Employee Engagement? Provides mutual gains for both employees and employers. State of being physically, mentally and emotionally attached (employee to employer and vice versa). Motivating employees successfully. Having passion for working towards common goals and objectives. Promotes behaviours compatible with enduring success. Team work is the norm rather than the exception. Success by leaders is a unique and valuable talent. Taking positive action to further the organisation's reputation, interests and ultimately success. Engagement is an organisational approach, creating the right conditions for all employees to give their best, whilst remaining committed to contributing to organisational goals and values, achieving motivational success with an enhanced sense of own well-being and self achievement.

Engage 2 Perform Effective Management Skills Excellent management skills contributes to positive engagement levels. Promotes employees to work as a team. Promotes employees to put in maximum effort and to go the extra mile. Could lead to a decrease in absenteeism levels. Could lead to a decrease in employee turnover. Creating dynamic and successful outcomes

Engage 2 Perform Ineffective Management Poor management leaves employees feeling miserable. Can lead to an increase in stress and tension amongst employees and management. Overall organisational performance may decline. Increase in absenteeism levels. Increase in employee turnover. For these reasons, organisations should consider investing in management development, as the benefits can extend to employee engagement and the overall well-being of employees across the organisation. Creating dysfunctional and poor motivated employees

Engage 2 Perform Key themes for management to consider Personal development. Enhanced communication. Performance management. Concentrate on strengths rather than weaknesses. Considerations for employee engagement

Engage 2 Perform Personal Development Improving personal performance could lead to an overall increase in organisational performance and outputs. Promotes employees to develop and manage their own careers. Develop managers and leaders of the future. Build on current skills to build a workforce that can gain a competitive advantage. Create an environment whereby employees consistently build and share knowledge and skills. Personal development is not just singular, team building will enhance engagement levels. Developing today for the future

Engage 2 Perform Enhanced Communication Communication is the basis for a healthy relationship. Consistent and effective communication enables greater engagement. Managers who conduct regular meetings are more likely to endure success with engagement. Engagement is higher amongst employees who have daily interaction with their managers. Communication is not just face-to-face, phone and digital communications are just as successful. Managers need to invest in getting to know their employees, what drives them? What motivates them? What are their strengths? What are their weaknesses? A good manager is genuine, honest and has the innate ability to motivate their team. Communication is essential for organisational success and engagement strategies

Engage 2 Perform Performance Management Employees should have clear goals and objectives set against organisational goals and objectives. Employees should be clear on what is expected of them, often contained within a job description. Employees should receive timely performance management reviews, short comings should be addressed at the time, not left for performance management reviews. Those managers who excel at performance management are more likely to experience higher engagement levels. Managers should promote and endorse organisational performance management policies and procedures. Performance management is linked to communication and personal development. Based on clear and definitive goals and objectives

Engage 2 Perform Strengths rather than Weaknesses Managers should focus on strengths rather than weaknesses in order to increase engagement levels. Managers should build a strengths based culture – employees learn quickly skills quickly and effectively. Employees should be employed in roles that utilise natural talent and experience. Turn weaknesses in to strengths. Effectively coach employees to success. Build strengths that contribute to departmental and organisational success. Focusing on strengths rather than weaknesses

Engage 2 Perform Managing People Managing people is a privilege that should be enjoyed, it may require immense effort, but it is the rewards that it brings, that should entice the manager to success. Engagement is arguably an immense quality that organisations should strive to achieve, but it should also be something that all employees and managers want to achieve. The enjoyment of management

Engage 2 Perform The Strategic Input Strategic management should support managers, especially those with less experience, as it is these managers with the day to day contact with the employees that may determine the success or failure of the organisation. Engagement can enhance productivity, performance and output, and it can build a sustainable organisation that is admired by competitors. What managers require

Engage 2 Perform Conclusion Discussion What have we learnt

Engage 2 Perform Questions and Answers Open forum to ask questions, share best practices and strategies. What do we still need to know