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)

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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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