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Employee EngagementEmployee Engagement

to achieve "better business performance through staff satisfaction

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Section 1Section 1

What is Employee Engagement

DefinitionDefinition

• Employee engagement is personified by the passion and energy employees have to give of the of their best to the organization to serve the customer.

• It is all about the willingness and ability of employees to give sustained discretionary effort to help their organization succeed.

Three aspectsThree aspects

• Engagement can be summed up by how positively the employee:

• Thinks about the organization

• Feels about the organization

• Is proactive

Thinking

FeelingDoing

Customer serviceCustomer service

• Customer is King, Employee is Queen

• Touch points and moment of truth

• If you look after your staff, they will look after the customers who in turn will look after your business – Stew Leonard

Customer serviceCustomer service

• Customer is King, Employee is Queen

• Touch points and moment of truth

• Pre-purchase experience – ads, wom, website• Purchase experience – product & service• Post-purchase experience – invoicing, loyalty program, service recovery

Customer serviceCustomer service

Indifference Apostle

Cynics 2nd Chance

WHAT

HOW

Good

Product

And

service

Personal Interaction with PeopleBad Good

Work 2.0Work 2.0

Today’s employees looking for such things like

• Work life balance

• Doing a meaningful job

• Making a difference for customers

• Community services

End Product of EngagementEnd Product of Engagement

• Cognitive engagement – focus on work

• Emotional engagement – feel engrossed at work (here and now)

• Physical engagement –willing to go the extra mile

• Advocacy – recommend organization to their relatives and friends

Engagement LevelsEngagement Levels

Yes Men Stars

Victims Cynics

Positive

Attitude

Inaction Action

Negative

Attitude

Engagement LevelsEngagement Levels

Yes MenAvoid taking risks

Keeping a low profile

Reluctant to change

StarsOpen to possibilities

Be optimistic

Adapt to change

VictimsAvoiding confrontation

Avoiding risk

Retreating into safety

CynicsOvertly confidence

In the right

rebelious

Positive

Attitude

Inaction Action

Negative

Attitude

Engagement LevelsEngagement Levels

Yes Men

I would

I could

Stars

I will

I can

Victims

I won’t

I can’t

Cynics

It won’t

It can’t

Positive

Attitude

Inaction Action

Negative

Attitude

EE ModelEE Model

• “WIFI” model (“well-being, information, fairness, involvement”) to establish an employee engagement program

Service-Profit ChainService-Profit Chain

• Internal service quality

• Employee satisfaction

• Employee retention

• External service quality

• Customer satisfaction

• Profit and growth

Internal service qualityInternal service quality

• Right tools for the job

• Adequate resources

• Effective and efficient system

• Appropriate structure

• Appropriate job design

• Relevant core competencies

• Effective internal measures

Employee SatisfactionEmployee Satisfaction• Leaders who focus on customers• Leaders who role model excellent services• Clear direction setting (goal, service vision and

customer promise)• Open communication• Appropriate employee selection and

development• Empowerment• Coaching• Effective team building and management• Reward and recognition

Tangible ResultsTangible Results

• AT&T: 3% increase of employee satisfaction – 1% in customer satisfaction

• Sear: 10% es – 2,5% cs – 1% sales

• The time lag between es and cs is 6-18 months

GallupGallup

• 29% fully engaged

• 49% indifferent

• 22% actively disengage –

high turnover

high absenteeism

political-in-fighting

bad communication

Walt Disney world managementWalt Disney world management

• Philosophy towards employee is

• Make them feel special

• Treat them as individuals

• Respect them

• Make them knowledgeable

Research of EE (ROI)Research of EE (ROI)

• Towers Perrin – 17% in performance and profitability

• Sirota Consulting – Share prices increase of 16% (normal is 6%) in 28 MNC

• 10% in ee – 6% in cs – 2% profitability

• Hay group – 43% productivity

• DDI – high ee – 33% less in leaving their jobsf

QuestionsQuestions

• What do you hope to gain?

• What will your business partners perceive of employee engagement?

• What business issues will ee address for your organization?

• What do you hope to gain personally and professionally?

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Section 2Section 2

The Journey Begin

Gaining Buy inGaining Buy in

• Gain support from management team

• Seek a high level sponsor

• Discuss the benefits of ee and develop a sound business case

• Use hard evidence to defend your case

• Relate potential benefit to your organization

The Starting PointThe Starting Point

• Engagement survey• Ad hoc survey• Recruitment survey• Attrition rates• Absenteeism rates• Quality rating• Number of training days per employees• % of employees with a PDP• % of employee receive coaching and mentoring

Employee Engagement SurveyEmployee Engagement Survey

45 questions

Section 1 – 10 questions (recruitment & training)

Section 2 – 10 questions (supervisor style and colleagues)

Section 3 – 10 questions (happiness)Section 4 – 10 questions (job)Section 5 – 5 questions (Pride)

Key PointsKey Points

• Pilot run the survey, use cross functional team to review questions

• Communicate the survey– why and what

• Involve the line managers in briefing the survey

• Allocate time at work for employees to complete the survey

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Section 3 Section 3

Key Drivers of Engagement

Identify Key DriversIdentify Key Drivers

• Use focus group to discuss about engagement

• For example:

• Challenging work

• Input on decision making

• Career advancement

• Management style

Feeding back resultsFeeding back results

• Communicate the findings• Senior leaders discuss about the solutions• Set specific organization goals• Involve people in each unit in developing

improvement actions• Ldneti9fy quick win• Focus on getting one thing at a time• Cognize the positive and dev aspects of the

survey• Communicate the progress of action plan on a

regular basis

Summarize the FindingsSummarize the Findings

Strengths Weaknesses

Opportunities Threats

Importance and ImpactImportance and Impact

Importance and ImpactImportance and Impact

Givens Engagement Drivers

Margins Hidden Opportunities

10

10

1

Importance

Impact

QuestionsQuestions

• List the key drivers

Specific target population

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Section 4Section 4

Developing an EE Strategy

ProcessProcess

• SWOT• Organization’s vision, mission and values• Outline Organization’s key objectives• Define EE strategy and how this support

organization’s vision, mission and key objectives

• Set specific goals and measurement of success

• Describe the action plan and results

WIFI ModelWIFI Model

• Well Being

• Information

• Fairness

• Involvement

The Impact of WIFIThe Impact of WIFI

• WIFI

• Employee Feelings

• Employee Contribution Improvement

• Organization Performance Increase

Employee Engagement SurveyEmployee Engagement Survey

45 questions

Section 1 – 10 questions (recruitment & training)

Section 2 – 10 questions (supervisor style and colleagues)

Section 3 – 10 questions (happiness)Section 4 – 10 questions (job)Section 5 – 5 questions (Pride)

Transformational ChangesTransformational Changes

• Reading for change• Create a shared vision and common

directions• Demonstrate strong leadership• Creating a sense of urgency• Creating a participative improvement

process• Communicating and involving people• Supporting and recognizing success

Work Breakdown StructureWork Breakdown Structure

• Involvement of end users

• Support of senior management

• Clear statement of requirements

(objectives, outputs, and business objectives)

• Proper planning

Four Stages of PlanningFour Stages of Planning

• Defining the program

• Planning

• Implementing and monitoring

• Evaluate the process

Project ManagementProject Management

• Roles and Responsibilities

• Project scope process (sponsor, project manager and team members)

• RACI Chart (Planning resource)

Task Description, Responsible, Accountable, Consult, Inform

• Working Well as Project Team

QuestionsQuestions

• Which aspects of WIOFI need to be improved

• Develop a work breakdown structure to show the activities

• Whose buy in do you need?

• What key areas of the business need to represented on a program or projects?

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Well BeingWell Being

1st of the Key Driver

Well Being Well Being

• Scope

• How the company is perceived externally and how well employees are treated internally

IndicatorsIndicators• Motivation• Meaning: CSR• Employer Brand – living the brand, organization

values and Behaviours• Work life Balance – stress and workload• Long Hours Culture – Flexi Hours• Employee Welfare• Job Design and Resources• Feeling Valued

•

QuestionsQuestions

• Increase CSR activities

• Strengthen of employer brand

• Organization values

• Alignment of organization bahaviours

• Improvement of work life balance

• Better welfare package

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InformationInformation

2nd Driver

InformationInformation

• Clear sense of direction

• Terminology

Vision – Mission

Goals – Strategy – Results

Values – Behaviours – Results

Figure 6.1 page 119

Developing a Vision of the FutureDeveloping a Vision of the Future

• Developing and communicating vision

• Set strategic goals

• Develop Critical success factors – strategies, Tactics and Action plan

IndicatorsIndicators

• Developing Vision and Strategies

• Keeping people informed

• Internal communications department

• Making information interactive and continuous

• Quarterly Executive Forum and Departmental Communication Session

ManagementManagement

• Com personnel must be

Direct, Engaging, Systematic and Cohensive

• Helping SLT to improve their communication style

• Checklist of vision and strategies p.140

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FairnessFairness

3rd Key Driver

FairnessFairness

• Respecting the individual• Recruitment and selection Assessment center and behaviours interviewing• Induction• Performance Management – reviewing the what and the how• Learning and Development• Career Development and Succession Planning• Talent Management• Reward and recognition

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InvolvementInvolvement

4th Key Driver

Three Levels of InvolvementThree Levels of Involvement

• Direct line manager

• With other teams

• With the organization as a whole

ActivitiesActivities

• The Role of Line Manager

Coaching and Facilitation skills

• Empowerment No Go – Yes Then Go – Go Then let

Know – Go

• Discuss how we can empower them

With Other TeamsWith Other Teams

• Team Bonding – monthly activities

Involvement with Senior ManagerInvolvement with Senior Manager

• Terima Kasih Day

• Star Performance Award

ChecklistChecklist

• P.181

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Agent of ChangeAgent of Change

HR DepartmentHR Department

• Four Key skills:

• Read the political landscape

• Influencing skills

• Coaching skills

• Marketing skills

LeadersLeaders

• Leadership Practices

• Building employee engagement

a. communicating a clear vision of the future

b. Building trust in the organization

c. Involving employees in decision making

d. Walk the talk – company values

e. Being seen to respond to feedback

Leadership DevelopmentLeadership Development

• Business Intelligent (BQ) Business expertise thinking strategically Listening and anticipating customer

demands Developing customer-driver offering and

solutions Planning to meet customer demands Improve services to the customers

Leadership DevLeadership Dev

• EQ

• Understand feelings of self and others

• Listening

• Emphatic

• Sharing feelings

• Appreciating others

Leadership Dev SQLeadership Dev SQ

• Spiritual Intelligent (SQ)

• Their life and purpose

• Their roles and contribution

• Their values to the world

• Personally grow

Leadership DevLeadership Dev

• Political Intelligent (PQ)

• Aware of power base

• Source of power

• Reco0gnizing levels of influence during change

• Developing strategies for influence

• Gaining buy-in from stakeholders

Line ManagerLine Manager

• People join organizations and leave bosses

• The influence of line managers

• Steps for managers to engage employees

• Support and challenge

• Provide Feedback

Environment CreatedEnvironment Created

Cosy Motivating

Apathy Stressful

High

HighLow

Support

Challenges

Environment CreationEnvironment Creation

• 30 questions with calculation p. 205-207

30 questions of support & challenge30 questions of support & challenge

• P 205-207

12 Questions from Gallup12 Questions from Gallup

• Do you know what is expected of you at work? • Do you have the materials and equipment you

need to do your work right? • At work, do you have the opportunity to do what

you do best every day? • In the last seven days, have you received

recognition or praise for doing good work? • Does your supervisor, or someone at work,

seem to care about you as a person?

12 Questions from Gallup12 Questions from Gallup

• Is there someone at work who encourages your development?

• At work, do your opinions seem to count? • Does the mission/purpose of your company make you

feel your job is important? • Are your associates (fellow employees) committed to

doing quality work? • Do you have a best friend at work? • In the last six months, has someone at work talked to

you about your progress? • In the last year, have you had opportunities at work to

learn and grow?

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New Leadership CultureNew Leadership Culture

Paradigm Shift

Leadership ChangeLeadership Change• Fear • Results• Weaknesses and find

faults• Scolding• Work • Focus on present job• No recognition

• Company goals

• Freedom• Process• Strengths

• Coaching• Work + Personal Life• Career Development• Appreciation and

recognition• Company goals +

personal aspiration

Leadership ChangeLeadership Change• Freedom• Process• Strengths

• Coaching• Work + Personal Life• Career Development• Appreciation and

recognition• Company goals +

personal aspiration

• Redesign work/Positive Feedback

• Discuss Process/PF • Discover their strengths/ Spend time to teach/TDL• Leisure conversation/DC• Competency Model – PD

Plan• 7 days a year/TQ

notes/informal • Discover their dreams

QuestionsQuestions

• Assess your skills level in political, influencing, coaching and marketing

• How do you engage senior manager for employee engagement

• Walk the talk

• Align their behaviors to encourage employee engagement

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Sustaining Sustaining

SuggestionsSuggestions

• Continue measuring and benchmarking

• Embedding employee engagement

- learning and growth

- internal business processes

- customer satisfaction

- financial performance