1. CIPD Intermediate Certificate and Diploma in Human Resource Management
2/23/2019

2. Employee engagement LO1 AC 1.1
Analyse the meaning principal dimensions and components of “employee engagement” and compare with other related concepts
Emotional engagement
Cognitive engagement
Physical engagement
DHRM
23/02/2019

3. The components of employee engagement 1.1
Employer engagement and the psychological contract
Employee perceptions of job importance
Employee clarity of job/role performance expectations
Career advancement/improvement opportunities
Personal growth and challenge elements within the role
Regular feedback and dialogue with superiors
Quality of working relationships with peers, seniors and subordinates
Perceptions of the ethos and values of the organisation
The organisation as an employer brand or employer of choice

4. Today’s objectives
1.2 Justify the need for alignment between engagement practices and other corporate components…… 2.1 Identify the principle drivers of employee engagement and evaluate the business benefits for the organisation and different stakeholders 2.2 Explain the application of employee engagement through job design, discretionary behaviour, role autonomy and organisational citizenship

5. Alignment…. Outline the organisations vision, mission and values
Outline the organisations key objectives
Define the employee engagement strategy and how this supports the organisations vision, mission, values and key objectives
Set specific goals and measures of success for the employees engagement strategy
Describe the actions to be taken to achieve the goals, what will happen, when and where and who will be responsible (Cook 2008:58)

6. EE as a vital dimension……..
……of HR policies, strategies and practices
So why should the organisation be focusing on EE?
What are the potential business benefits?
DHRM
23/02/2019

7. Principle drivers 2.1
Four key elements that drive employee engagement: Well being Information Fairness Involvement

8. Application of EE 2.2
Recruitment and selection strategies – choosing the right fit and realistic job previews Strong induction and orientation programme Rigorous training and development – technical, soft skills, leadership development Incentives – recognition, profit sharing, long service Regular feedback Communication forums – intranet, newsletter, e- forum, conferences Recreational activities

9. The best places to work https://www.youtube.com/watch?v=z8wqS7 VkAcw
resources/factsheets/employee- engagement.aspx

10. Objectives
3 Know how to implement HR strategies and practices intended to raise levels of employee engagement in a specific organisational context

11. HR and Employee Engagement
Employees “buy into” the company Measuring the level of employee engagement – maintain and improve 2009 Macleod Report
DHRM
23/02/2019

12. Macleod and Clarke 2009
“Engagement, going to the heart of the workplace relationship between employer and employee, can be a key to unlocking productivity and transforming the working lives of many people for whom Monday morning is an especially low part of the week”

13. Enablers of EE
1 A strategic narrative 2 Engaging managers 3 Employee voice 4 Integrity

14. Viewing EE through the Product life cycle
Introduction
Growth
Maturity
Decline

15. Your research Group activities as given
To prepare a power point presentation to deliver to the class tonight

16. Bibliography
Alfes, K. Truss, C. Soane, E. Rees, C. Gatenby M Creating an Engaged Workforce. Findings from the Kingston Employee Engagement Consortium Project. Research Report Heskett, j. Sasser, E and Schlesinger, L (1997) The Service Profit Chain: How leading companies link profit and growth to loyalty, satisfaction and vlaue, Simon S& Schuster, New York Kahn (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal. Vol 33, No 4 pp Cook, S. (2008) The Essential Guide to Employee Engagement Better Business Performance Through Staff Satisfaction. Kogan Page
DHRM
23/02/2019