Engagement training dr vienna 18.09.2013 excerpts
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Transcript of Engagement training dr vienna 18.09.2013 excerpts
EMPLOYEE ENGAGEMENT
Dorota Raniszewska, excerpts from The Employee Engagement Training on Global HR Leaders in Talent Management Conference in Vienna, September 2013
Before you launch a big survey in order to measure engagement and before you analyse multiple charts ...try to find your answers to these 3 questions about engagement:
1. How does it feel when I’m engaged?
3. What can I invite to be more engaged?
2. How does it feel when I’m not engaged?
Engagement is …
a state of mind where employee is emotionally positive towards its organisation, team and work which leads to performing and learning efficiently.
[David Rock, Yiyuan Tang]
Neuroscience of engagement
Engagement involves the central and autonomic nervous system to maintain the internal attention and rewarding
states – Csikszentmihalyi, 2008
Neuroscience of engagement*
THREAT REWARD reward, attention,
flow negative emotional
feel self-referential
*David Rock, Yiyuan Tang
The more in a reward state people are, the more they are engaged. It can happen when they enjoy relationships or tasks, or when they feel that they progress. AND when they feel trust can share openly can be and feel authentic are proud of what they belong to.
HIGH ENGAGEMENT Feels totally occupied with the task Strong pleasure and rewarding feeling Being completely in the current moment
LOW ENGAGEMENT Triggers stress response Reduced creativity and productivity Mental fatigue Long-term health problems
Engagement vs. Motivation
Engagement I FEEL a bond with the organisation. I feel emotionally positive towards the organisation.
Motivation I THINK - FEEL that I have skills and knowledge necessary to achieve the results. And the activity is in line with my vision of myself (what I want to be and do)
Leads to …
Employee Loyalty & Retention „I Won’t Go For Another
Employment Offer Because … „This Company Is My Choice”
(like In A Couple )
Leads to …
Work Results Proactivity In Action Taking
Company Profits
5 ingredients of Great Place to Work
• Credibility: „I believe in my leaders” (think two- ways communication,
access to leadership)
• Respect: „I am valued by my organisation” (think of support from managers, sense of collaboration and involvement in decisions that impact your work, respectful relationship)
• Fairness: „I feel that I am treated in an equitable way” (think diversity,
think disclosure on pay)
• Pride: „I contribute to something meaningful” (think of the company, its
products, services and be the ambassador)
• Camaraderie: „I work in a great team” (think of a sense of camaraderie, team energy, belonging, doing together)
The Great Place to Work, M. Burchell, J. Robin
Principles of 2020 engagement
1. Collaboration - with customers, clients, suppliers, colleagues. 2. Authenticity - transparency, direct „chat” with the CEO, disclosure on pay. 3. Personalization - no more „personnel data processing”, everybody in someone in the social workplace. 4. Innovation - everybody can learn, develop, innovate. 5. Social Connection - building own network and progressing with the work in a collaborative workplace.
Source: future workplace, („The 2020 Workplace”, Meister, Willyerd, p.75)
WE 2020 Engagement Model
Collaboration
Authenticity
Innovation
Personalization
Social connection
Values, Brand and CSR
demonstrated by:
Social Recruiting
Über -Connection
Social Learning
Accelerated Leadership
Source: future workplace, („The 2020 Workplace”, Meister, Willyerd, p.75)
PRINCIPLES PRACTICE AREAS
Learning. Collaboration. Communication. Uber-Connection
Stages of
Uber-
Connection
Accelerate Broadcast Collaborate Design Engage
Goal Find, capture
information
Disseminate
news
Collaborate
across an
enterprise
Unleash
creativity
Connect
communities
Issues Dispersing
content
Locating
experts
Increasing
collaboration
among global
teams
Solving
problems and
proposing
ideas
Increase
innovation
Tool
Forums, blogs,
RSS feeds,
widgets
Blogs, blog
hubs, video
hubs
Communities
of practice,
Wikis, virtual
worlds
Innovation
Jams
Corporate
social
networks
(„The 2020 Workplace”, Meister, Willyerd)
Consider Following Questions:
does your company need to be …
… the BIGGEST
OR
… the REACHEST
in order to become a great workplace?
what „GREAT” means for you, to your employees?
And what do you want to have… and then, measure… and drive.
-------------------------------------------- Dorota Raniszewska Garden HR
http://gardenhr.com
--------------------------------------------