Changing the rules of engagement June 2011

Changing the rules of engagement

by Toronto Training and HR

June 2011

Contents

3-4 Introduction to Toronto Training and HR

5-7 Definitions8-11 21 drivers of employee

engagement12-13 Common results of engaged

employees14-15 Common results of disengaged

employees16-17 Drill A18-19 Case study A20-21 Recruitment22-23 Onboarding24-25 Communication26-27 Accountability28-29 Recognition30-31 Stagnation32-34 Influence in respect of

engagement35-37 Effective ways of increasing

employee engagement38-39 Drill B40-41 Case study B42-44 Interaction styles45-50 Questions to ask51-52 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

Definition 1 of 2

The emotional and intellectual commitment of an individual or group to an organization that supports building and sustaining business performance

Definition 2 of 2

Emotional componentMotivational component

21 drivers of employee engagement

21 drivers of employee engagement 1 of 3

1. Benefits2. Career Opportunities3. Corporate Social Responsibility4. Co-Workers5. Employee Health & Well-Being6. Intrinsic Motivation7. Learning & Development


8. Manager9. Managing Performance10. Middle management11. Organizational reputation12. Pay 13. People/HR Practices14. Physical Work Environment


15. Recognition16. Resources17. Retirement Savings18. Senior Leadership19. Work-life balance20. Work tasks21. Work processes

Common results of engaged employees

Common results of engaged employees

Willingness to do more than is expectedHigher productivityBetter working relationshipsMore satisfied customersGreater loyalty to the organizationImproved communicationLower levels of attritionFewer absences

Common results of disengaged employees

Common results of disengaged employees

Dysfunctional work relationshipsLower productivityUnwillingness to go beyond the job descriptionHigher attritionMore absencesFrustrated customersPoor communicationDisloyalty

Drill A

Case study A

Recruitment

Recruitment

SkillsBehavioursMotivatorsCapacitiesCulture

Assessment

Onboarding

Onboarding

What is it?Why?GoalsCommon mistakes

Communication

Communication

What is it?Communicating for engagement

Accountability

Accountability

Why accountability?How to set goals and objectives

Recognition

Recognition

Why employee recognition?Guidelines for recognition

Stagnation

StagnationDon’t reward employees who perform well Refuse to set goalsNever, ever changeMaintain controlPut off decisionsNever delegate responsibilityQuash new ideas, especially from the rank and fileKeep secretsTolerate mediocrityLimit training

Influence in respect of engagement

Influence in respect of engagement 1 of 2

Control over how you do your workOpportunities to use your skillsGood relationships with management and leadershipMentally stimulating workGood relationships with co-workersOpportunities to develop new skillsPotential for career advancementSalary and benefits

Influence in respect of engagement 2 of 2

AGE DIFFERENCES18-2930-3940-4950-5960+

Effective ways of increasing employee

engagement

Effective ways of increasing employee engagement 1 of

2Positive work relationshipsGood fit between a person’s skills and job requirementsRegular feedback on employee performanceOpportunities to learn new skillsGiving employees greater control over their workCelebrating progressCommunicating the direction/strategy of the organization

Effective ways of increasing employee engagement 2 of

2WHAT CAN LEADERS DOListen to employees’ opinionsCommunicate clear expectationsGive recognition and praiseProvide learning and development opportunitiesHelp find solutions to problemsDefend direct reports

Drill B

Case study

Interaction styles

Interaction styles 1 of 2

DriverAnalyticalExpressiveSupportive

Interaction styles 2 of 2

Questions to ask

Questions to ask 1 of 5If you enjoy the facilities of the organization, why are you not willing to recommend the organization as an employer to others?How do bosses justify that they are engaged? What are the behaviors a leader might see or hear that show an employee is in fact engaged? Do you really respect your people: How often do you listen to them, talk with them about the work they do, and how they do it?

Questions to ask 2 of 5What opportunities can I provide that offer growth and development for my people? What is so difficult about saying “thank you” or “great job” to employees?What’s the most common reason cited by management/directors for stalling employee engagement initiatives, and how have you overcome them? If our on boarding program is successful, what does success look like?

Questions to ask 3 of 5Beyond knowing how many employees work in the company, do top managers know how many employees are actually contributing to the company’s success? And what can they do to ensure the second number equals the first number? Do you know, and can you measure how your employee engagement directly correlates and impacts on your bottom line and to your organizational success?

Questions to ask 4 of 5What case studies are there that demonstrate the cost benefit of spending resources on trying to lift employee engagement? What is something that you could choose to do differently to foster employee engagement?How do you reconcile goals & objective setting for the individual with goals & objectives that enable cross-divisional, cross-functional project work with different bosses, etc.? How do you know when you’re engaged?

Questions to ask 5 of 5How do we measure the impact and effectiveness of engagement initiatives?Who is responsible for employee engagement?Are you a role model - do you live up tothe employer-employee contract?Do you realize your brand reflects the employees’ engagement in creating it? How can employees rate engagement levels? How can we get our managers to be more focused on engaging their direct reports?

Conclusion & Questions

Conclusion

SummaryQuestions

Changing the rules of engagement June 2011

Business

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