Post on 01-Oct-2020
Strategies for Addressing
DisengagementAnait Freeman
NIH Office of Human Resources Engagement and FEVS
Program Manager
Employee Engagement
An employee’s sense of purpose that is evident in their display of dedication, persistence and effortin their work or overall attachment to their organization and its mission (U.S. Office of Personnel Management)
24/2/2018 Strategies for Addressing Disengagement
Employee Engagement is more than:
• Employee Satisfaction• Only satisfied with job, not
necessarily engaged • Extent to which they feel the
company meets their expectations
• Employee Happiness • May be happy, but not necessarily
working hard and productively on behalf of the organization
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Profile of an Engaged Employee
• Do their best• Feel stretched beyond their
comfort zone• Take personal satisfaction in their
quality of work• Sometimes find work stressful,
but rewarding and fun• Love their job!
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Herzberg Two Factor Theory
Motivators(intrinsic)
Challenging work
Recognition
Responsibility
Opportunity to do something meaningful
Involvement in decision making
Sense of importance
Personal growth
Hygiene Factors (extrinsic)
Company policy
Supervision
Employee's relationship with their boss
Work conditions
Salary
Relationships with peers
Job security
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Employee Engagement Drivers
Job Characteristics
Organizational Climate
Personal Characteristic
Contextual Factors
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Why Engagement MattersRECRUITMENT
Engaged employees recommend workplace to other high performers
RETENTION
Engaged employees are 87% more likely to stay with the organization
PRODUCTIVITY
Engaged employees are 22% more productive than less engaged colleagues
FEWER ACCIDENTS
70% fewer safety incidents and 48% fewer patient safety incidents
COMMITMENT
At NIH 97.6% of respondents are willing to put in the extra effort to get the job done
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Manager’s RoleSetting policyCommunicationRelationshipsFeedbackOrganizational JusticeDevelopment and Growth
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Mechanisms to Increase Engagement
• Communication• Growth/Training• Recognition• Exploring Job-fit• Empowerment/Autonomy• Performance Management
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Customize Job-FitFind meaningfulnessPerformance managementAbility to be transparent
Employee’s Role
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Benefits of Performance Feedback
Understand your
contribution to the office and agency
mission
Understand what your
supervisor(s) expects and
what they are looking for on a daily basis
Identify opportunities
for growth
Receive recognition
and appreciation
for strong performance
Learn and improve
upon new skills,
including leadership
skills
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Supervisory Resources• Employee Engagement Intranet• New Employee Onboarding• Stay Interview Guide for Supervisors• Giving & Receiving Feedback• Employee Recognition Assessment• Developmental Resources
o IDP Consultingo Training Center Courseso Developmental Opportunities by Roleo Developmental Ideas for IDP
• Transition Planning Interview Guide• Performance Issues
o Tips for Supervisors - Effective Communicationo Tips for Supervisors - Seven Performance Management Tips
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Employee Resources
NIH Ombudsman
Office
Employee Assistance Program
Work and Family Life
Center
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Contact InformationAnait FreemanNIH Office of Human ResourcesFEVS and Engagement Program Manageranait.freeman@nih.gov301.594.0550
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