Employee Engagement. Milalin S. Javellana Facility Director, PAHRODF OD Adviser

Transcription

1 Employee Engagement Milalin S. Javellana Facility Director, PAHRODF OD Adviser

2 According to Gallup research, companies in the top quartile when it comes to employee engagement have 21 percent better productivity and 22 percent higher profitability than companies in the bottom quartile

3 HR professionals are keenly aware of the connection between passionate employees and business performance. Hence, engagement is at the top of their list of business challenges. In fact, according to a 2013 SHRM/Globoforce survey with more than 800 respondents, employee engagement dwarfs all other HR concerns

4 The Three Types of Employees Engaged employees work with passion and feel a profound connection to their company. They drive innovation and more the organisation forward Not Engaged employees are essentially checked out. They re sleepwalking through their workday, putting time - but not energy or passion - into their work. Actively Disengaged employees aren t just unhappy at work; they re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish

5 Engaged Not Engaged Actively Disengaged Philippines 8% 29% 63% Thailand 2% 14% 84% Malaysia 11% 8% 81% Singapore 9% 15% 76% Indonesia 8% 15% 77% Source Gallup (2013) State of the Global Workforce

6 The editor of the Kansas City Star newspaper failed to notice the talent he had working for him. He fired Disney as an illustrator because he lacked imagination and had no good ideas. Walt Disney Instead of recognizing and supporting Luther for his contributions and reforms, the Church ignored and then retaliated against him (excommunication) Martin Luther Lesson: Discover who your true talent are and cultivate them. Lesson: Listen to and recognize employees for their ideas

7 Various Definitions of Engagement Employees willingness and ability to contribute to company success (Towers Perrin) Staff commitment and a sense of belonging to the organization (Hewitt) Employees commitment to the organization and motivation to contribute to the organization s success (Mercer)

8 Various Definitions of Engagement Employees exertion of discretionary effort going beyond meeting the minimum standards of the job (Hay) Creating a sense that individuals are a part of a greater entity (Best Practices, LLC) Engagement represents the energy, effort, and initiative employees bring to their jobs (Harvard Business Review)

9 Why aren t employees engaged? Disconnected from: organisation job communication opportunities

10 Employee engagement is not the same as employee satisfaction

11 An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.

12 Employee Engagement Engagement with Organisation Engagement with Managers Beyond Engagement Strategic Alignment Competency

13 Engagement with organisation measures how engaged employees are with the organization as a whole, and by extension, how they feel about senior management this factor has to do with confidence in organizational leadership as well as trust, fairness, values, and respect - i.e. how people like to be treated by others, both at work and outside of work

14 Engagement with Manager a more specific measure of how employees feel about their direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between employee and supervisor based on mutual respect

15 Strategic alignment Does the organization have a clear strategy and set of goals? Do employees understand the strategy and goals? Do employees understand how the work they do contributes to the organization's success?

16 Competency Do supervisors/managers have the skills needed to get the job done? Do they display the behaviors needed to motivate employees?

17 Five keys that drive employee engagement Do employees find meaning and purpose in their jobs? Does their work make a difference for others? Do employees have freedom, selfgovernance, and an ability to make choices about their work? Source: DecisionWise Employee Engagement Survey Does the job provide development and growth opportunities. Does the work challenge and stretch employees to grow and improve? Do employees feel like they are successful in their work? Do they see that their effort makes a difference and contributes to the success of the organization? Do employees have a personal connection with the people they work with, their boss, and the social community of the workplace?

18 Highly engaged employees believe in what they are doing, feel a sense of ownership, and will deliver more than what is required in their roles

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20 From which generation are you? Veterans (Silent) Baby Boomers Gen X Gen Y/ Millennials Gen Z/ Plurals to s to to 2015 Source: Then Ken Blanchard Companies, 2009 and Frank Magid and Associates, 2013

21 Millennials (GEN Y) Digital natives Consumerism Socially networked Optimistic and confident Ambitious and free Source: Talented Philippines, Syvia Vorhauser-Smith & Karen Cariss Work/life balanced focused

22 Gen Y in the Philippines 23.2 The Philippines continues to hold top rank as the youngest population demographic in the world, with a median age of % In 2015, Gen Y cohort in the Philippines is 25.2M representing 25% of the population 22

23 Tips to engage Gen Y Creating cohesive work teams and encouraging group collaboration Empowering them with challenging work and responsibilities Building fun and social activities into the work environment Recognising and rewarding generously and often Giving them access to technology Being flexible and caring about when, where and how they work Creating a familial and friendly culture in which they feel they belong Source: Talented Philippines, Sylvia Vorhauser-Smith & Karen Cariss 23

24 A Peacock in the Land of Penguins

25 There once was a time, in the not so distant past, when penguins ruled many lands in the Sea of Organisations. These penguins were not always wise, they were not always popular, but they were always in charge.

26 The top management wore the same outlook in their distinctive black and white suits. They believed that uniformity is the way to do things; Uniformity is Unity.

27 On the other hand, worker birds wore colours and outfits that reflected their work and lifestyles.

28 Birds who aspired to move up the corporate ladder were encouraged to adopt the penguins code of conduct and wear the penguin suits. They learn the penguin stride and follow the example of their leaders.

29 One day, Perry the peacock joined the Land of Penguins. He was loud, colourful and full of new ideas. Although he was different, the penguins were impressed by his new ideas. They felt that he has real Penguin Potential.

30 Initially, everyone was happy. The penguins were pleased with their new recruit. Perry was creative and he brought in good results. =

31 However, as time went by, the penguins began to murmur against Perry. He was too loud, too colourful and had too many new ideas that intruded the penguins comfort zone. Too colourful Too many new ideas! We are NOT comfortable!

32 Perry was also unhappy. The penguins tried to turn him into a penguin. He was told to try to be like the rest of us, wear a penguin suit. Both parties were unhappy. Leave me alone... Be like us! Wear a penguin suit!

33 We see this story unfolds in many organisations today. Creativity and innovation are seen to be a breath of fresh air in many organisations. Many Perrys are recruited for their creativity. Yet, along the way, their creativity is stifled by the need to conform to the norm.

34 There will always be Penguins and Peacocks in any organisations. Other than penguins and peacocks, there are also pigeons who are peacemakers in the office, Sparrows who try to be neutral so as to keep a low profile or Ostriches who choose to bury their heads in the sand.

35 Peacocks bring in varieties and new ideas, But, the stability provided by the penguins must not be ignored. Penguins, being the backbone of the organisation, need to recognise that diversity can exist in an organisation if there is acceptance and trust.

36 When we learn to appreciate one another s differences, we become more willing to listen, more open to new ideas and more eager to grow. Birds of different feathers can work together in harmony.

37 The End...

38 Retention is an Outcome of Engagement

39 Organizational factors that can improve employee engagement: Leadership: good leadership leads to a happy team My Company: how much people value their company, and are proud to work there. Personal growth: whether employees feel challenged by their job My Manager: the employeemanager relationship Source: The Best Companies Guide UK 2008

40 Organizational factors that can improve employee engagement Giving something back: community service and volunteering opportunities Fair deal: how well employees are treated in terms of pay and benefits compared to similar organizations Wellbeing: balance between work and home life. Source: The Best Companies Guide UK 2008

41 Lessons Learnt It s crucial that leaders take effective actions to boost engagement. To make this happen, managers have to be held more accountable for increasing engagement. This means actually evaluating leaders on their ability to coach workers in ways that engage. It also means rewarding leaders for their ability to engage. Leaders have to work harder at this because, in most firms, employees are unlikely to believe their leaders are very skilled at engagement.

42 Lessons Learnt The clear communication of organizational goals and strategies is vital to engaging workers. Organizations should do much more to promote a corporate culture that supports engagement. Developing such a culture requires a more complete integration of engagement into organizational values. The large gaps between existing and ideal cultures and practices emphasize the importance of taking proactive measures to reduce these gaps.

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