1. Employee Engagement Disampaikan kepada: Mahasiswa S1 Karyawan Unsada
Oleh: Yunus Triyonggo, PhD., CAHRI.
23 Desember 2017

2. Content What is employee engagement? Why does it matter?
How do we know if our employees are engaged?
How have organizations achieved high levels of engagement?
How to get started

3. What is employee engagement?
Heightened connection to work, organization, mission or co-workers
Beyond job satisfaction or happiness
Personal meaning in work
Pride
Belief their organization values them
More likely to go above minimum and provide “discretionary effort.”

4. What is employee engagement?
Engagement is not the same a employee satisfaction.
Engagement is made up of two elements:
Motivation: means how hard someone is willing to work, how much they are willing to make an extra effort, how much they want to do their best – in other words, how motivated someone is to do their job well.
Commitment: means how much a person cares about the company they work for; how much they want it to be successful; how much they want to make their career with the company.

5. Engaged employees Have strong relationships in organization
Highly motivated to work hard
Stay – even for less money
Go the extra mile
Recommend organization as good place to work

6. On the other hand.. Not engaged Not strongly committed to organization
Feels trapped
Gives bare minimum
Actively disengaged
Poor relationship with organization
Only going through the motions

7. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
12% higher profit growth rate
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

8. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
3.44 points higher net profit margin
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

9. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
18% greater productivity
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

10. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
12% higher customer satisfaction
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

11. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
62% fewer accidents
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

12. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
52% lower inventory shrinkage
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

13. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
51% lower voluntary turnover
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

14. Why Employee Engagement?
Human Capital Metric
Why Employee Engagement?
A number of studies* show top quartile versus bottom quartile companies on engagement scores had:
27% less absenteeism
*Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study ( ), Wiley (2011)

15. How Do We Know If Our Employees are Engaged?
Ask them

16. Employee Engagement Survey finding
Engagement score for PT XYZ is 75% which places in the Top Quartile
2016

17. How to increase Engagement score
Engaged employees are categorized into Moderately Engaged & Highly Engaged

18. High Scores/ Low Scores vs Impact
Engagement
Engagement
zero correlation
(no impact)
strong correlation
(high impact)
Root Cause 1
Root Cause 2
Root Cause 3
Engagement
Engagement
Root Cause 4
These scattercharts show that knowing that a Root Cause score is low or high does not, by itself, indicate whether it will have a weak or strong impact on Engagement in your company.
Some Root Causes with low scores have little impact on engagement. Some Root Causes with high scores have little impact on Engagement.
We will point out which are more important, relatively speaking, tan others for IPC as we present the results.
zero correlation
(no impact)
strong correlation
(high impact)

19. Summary of Root Cause => Engagement
The previous slides illustrate the strongest relationships between Root Causes and Engagement. To get a better sense for the relationship between Root Causes and Engagement, Motivation, and Commitment, the following table of correlations is provided. Correlations ≥0.80 are quite strong:
Engagement
Motivation
Commitment
Job Satisfaction
0.95
0.89
Teamwork
0.91
Empowerment
0.86
0.88
Friendship
Manager Caring
0.84
Job Clarity
0.87
Recognition
0.80
0.85
Company Values
0.83
0.77
Company Pride
0.82
Manager Effectiveness
0.81
0.73
0.78
Career
0.68
Company Policies
0.76
0.66
0.75
0.62
Compensation
0.70
Work Conditions
0.55
0.74
Resources
0.54
Executive Leadership
0.65
0.51
0.71
0.61
0.45
Training
0.69
0.59
0.43
0.57
0.36
0.33

20. *A difference of more than 0.02 is significant.
Engagement Overview
Dec 2015
25th
50th
75th
50%ile Gap*
Engagement Index
4.16
3.97
4.10
4.22
0.06
Job Satisfaction
4.24
3.89
4.00
0.24
Teamwork
4.01
3.71
3.83
3.95
0.18
Work Conditions
3.85
3.55
3.87
0.14
Career
3.73
3.43
3.60
3.77
0.13
Friendship
4.29
4.11
4.20
0.09
Job Clarity
4.12
4.06
4.17
Compensation
3.10
2.80
3.05
3.30
0.05
Manager Caring
4.04
3.90
4.03
4.15
0.01
Empowerment
3.76
3.88
Manager Effectiveness
3.79
3.70
3.82
3.94
-0.03
Company Values
3.58
3.50
3.65
-0.07
Recognition
3.81
3.75
-0.08
Company Policies
3.47
3.40
3.59
-0.12
Resources
3.48
3.61
-0.13
Company Pride
3.78
3.98
-0.25
Training
3.31
3.44
3.63
-0.32
Executive Leadership
3.29
3.45
3.64
-0.35
*A difference of more than 0.02 is significant.

21. Engagement Process Model
1. Plan
5. Sustain Engagement and Resurvey
2. Survey
Communicate
3. Analyze
4. Take Action

22. How Do We Achieve High Levels of Engagement?

23. Effective Practices Engagement is everyone’s responsibility
It must be a strategy
Lead from the top
Involve unions
Hire with care; probation is part of selection
Onboard well.

24. Effective Practices
Select supervisors who can supervise – and build engagement
Give them training, resources and support
Hold supervisors accountable for engagement

25. Effective Practices Manage performance Recognize contributions
Make sure employees know what is expected – and how work links to mission
Meet regularly with employees
Provide opportunities to grow and develop
Hold employees accountable – avoid transferring poor performers
Recognize contributions
Make sure employees’ opinions count
Create a positive work environment – respect work/life balance
Communicate
Measure and re-measure engagement.

26. Getting Started Make the long-term commitment
Communicate the business case
Get leaders, managers and supervisors on board
Involve unions
Plan and communicate strategy
Survey employees
Follow through