THE OVERVIEW MINIMISE VS. MAXIMISE

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2 EXECUTIVE OVERVIEW

3 THE OVERVIEW To take an in-depth look at employee engagement within the Clients business and move towards a safety intelligent culture that is people focused, where interaction is the norm. MINIMISE VS. MAXIMISE The expired organisational precept accounts people as a liability to be minimised. The workforce is a cost on the balance sheet, the human factor is a risk in the operation, and the communication system functions with the synchronicity of a game of Chinese Whisper. Corporations operating under this premise are lagging behind their competitors, who understand that the single common denominator of any business, any industry, any operational failure or success, is people. Research in the field of neuroscience and psychology has proven that highly functional organisations are those who operate not as a transactional network but a social network, and ignoring the people dimension, treating your human resource as simply cogs in the machine, results in the loss of those resources. The leaders of the industry are those who view their human asset as exactly that: an asset to be maximised, a potential to be utilised, and an investment for return. The higher valued, higher trained, higher engaged your workforce, the greater return on your investment. We transitioned from the Industrial Age to the Social Age with grace by operating not as a transactional network but a social network.

4 THE ELKA SYSTEM

5 THE ELKA SYSTEM What if you were creating a constructive culture instead of defending a destructive one. Engagement is two-way. Organisations must work to engage the employee, who in turn has a choice about the level of engagement to offer the employer. Imagine a process measuring and managing the engagement climate between each tier in your organisational structure. Imagine a system that establishes the preconditions for a high-functioning two-way relationship between leaders, managers, and employees; where challenges can be met, communications flow and goals achieved. We solve the PEOPLE problems in the organisation We enhance the PEOPLE performance in your team We decode your PEOPLE behavior and development The ELKA system is a three-part process, commencing with an advanced diagnostic that identify gaps and/or blockages in the organisation, translates that into a benchmarked systematic solution designed to strengthen the weakness and dissolve the blockages, followed up with reporting on measurable benchmarks and recommended succession plan. OUTCOMES DETERMINED ESTABLISH BENCHMARKS DIAGNOSTIC TOOL

6 ELKA ENGAGEMENT CULTURE MATRIX The four categories that encompass an organisation and what steps need to be taken to ensure an engagement culture and operational integrity of each depot. 1.ECO 2.LOGIC ECOLOGICAL IMPERATIVES in Generating an Engaged Workplace Environment, hence dictating the neccessary supporting structures LOGICAL IMPERATIVES in Designing Supportive Systems and Structures hence dictating the necessary action and application ELKA ENGAGEMENT MATRIX 3.KINESIS 4.APTITUDE KINESIS IMPERATIVES in Maintaining Momentum of Action and Application hence dictating the necessary aptitude of managers and employees APTITUDE IMPERATIVES in Developing Capabilities and Capacity of Managers and hence dictating the ecology of the workplace environment ENGAGEMENT IMPERATIVES: The aptitude of the manager at each tier of the organisational hierarchy determines the ecology of all tiers operating below him/her. Hence follows the engagement climate is the responsibility of the manager of the tier above. To achieve a better engagement environment in the levels below, become a better leader. Hence the engagement matrix ascends across each tier of the organization, where the Eco challenges of the tier below constitutes the Aptitude challenges in the managers of the tiers above

7 Middle Executive Middle Leadership Middle Executive E L K Middle A E L K A E L K A E L K A

8 EMPLOYEE ENGAGEMENT PREMISE FOUR CATEGORIES OF ENGAGEMENT 1. VALUES ENGAGEMENT 2. RATIONAL ENGAGEMENT 3. SOCIAL ENGAGEMENT 4. MOTIVATIONAL ENGAGEMENT FOUR RELATIONSHIP DIMENSIONS OF ENGAGEMENT INDIVIDUAL INDIVIDUAL INDIVIDUAL INDIVIDUAL ORGANIZATION MANAGER PEER STAFF OUTPUT OF ENGAGEMENT 1.ECO 2.LOGIC Commitment Discretionary Effort ELKA Attrition Performance 3.KINESIS 4.APTITUDE

9 RATIONAL ENGAGEMENT DEFINITION The extent to which employees performance in their roles and responsibility is a match to expectation as well as conducive to their self-interest (financial, developmental or professional). RELATIONSHIP DIMENSION Individual satisfaction and participation in their role and responsibilities. Job description and position within organisational hierarchy and its dictations on employees roles and responsibilities. ENGAGEMENT FORMULA STAGE 1 DIAGNOSTIC LOGIC DIAGNOSTIC o Job role and responsibilities are reviewed in context of organization structure with management at the organisational tier concerned. o Minimum FIVE and maximum TEN performance benchmarks and job satisfaction indicators are selected in conjunction with management. DIAGNOSTIC DATA COLLECTION o A survey is specifically formulated in conjunction with management to benchmark employees performance and job satisfaction. STATE 2 SOLUTION DIAGNOSTIC DATA ANALYSIS o Base on survey results, a gap in safety awareness and performance is identified. SAFETY PERFORMANCE TRAINING o Safety Performance training is conducted, elevating employees awareness and initiative towards safety performance. SOLUTION DATA COLLECTION o Data collected at the end of the training to assess improvements on benchmarks. STAGE 3 SUCCESSION RATIONAL ENGAGEMENT REPORT o Rational Engagement Report produced based on data collection and analysis throughout the process, results are collated to reflect improvement on benchmarks and outcomes. SUCCESSION RECOMMENDATION o Suggestions for sustainable ongoing rational engagement are made based on report findings. OUTCOMES Improved rational engagement by developing greater understanding, awareness and/or appreciation for their roles and responsibility within the organization, thus improving job satisfaction and boosting performance.

10 SOCIAL ENGAGEMENT DEFINITION The extent to which employees operate cohesively and communicate effectively with their staff, peers and managers in a functional relationship. RELATIONSHIP DIMENSION Individual interaction and communication with their staff, peers and managers. The staff, peers and managers interaction and communication with the individual. ENGAGEMENT FORMULA STAGE 1 DIAGNOSTIC KINESIS DIAGNOSTIC o Minimum FIVE and maximum TEN key indicators of functional team dynamics, workflow, communications and relationships are identified with management at the organisational tier concerned. DIAGNOSTIC DATA COLLECTION o A survey is specifically formulated in conjunction with management to benchmark employees relationships and communication with their staff, peers and managers. STATE 2 SOLUTION DIAGNOSTIC DATA ANALYSIS o Base on survey results, a gap in effective communication is identified. EFFECTIVE COMMUNICATION TRAINING o Effective Communication training is conducted, increasing the employees ability to cultivate results in effective use of language, to improve performance by constructively giving feedback, and improve workflow through effective conveyance of information. SOLUTION DATA COLLECTION o Data collected at the end of the training to assess improvements on benchmarks. STAGE 3 SUCCESSION SOCIAL ENGAGEMENT REPORT o Social Engagement Report produced based on data collection and analysis throughout the process, results are collated to reflect improvement on benchmarks and outcomes. SUCCESSION RECOMMENDATION o Suggestions for sustainable ongoing social engagement are made. OUTCOMES Improved social engagement by optimizing communication and interaction between managers and employees, resulting in greater engagement and momentum within the team, better flow of information hence faster workflow, as well greater understanding of team dynamics and invaluable tool in team performance management. Strengthened relationships between the employee with his/her team and manager also motivate greater discretionary effort and attrition.

11 PRACTICAL OUTPUT

12 PRACTICAL TOOLS STAGE ONE DEPOT ü Designed & delivered customised package setting your engagement climate ü Strengthened systems and structures and leadership capability within stage one, improving flow of safety and operational action and communication. For More information please contact: