HOW TO ACHIEVE www.resiliencementor.com UNPRECEDENTED LEVELS OF EMPLOYEE ENGAGEMENT
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HOW TO ACHIEVE
www.resiliencementor.com
UNPRECEDENTED LEVELSOF EMPLOYEE ENGAGEMENT
THE LINK
WELLBEING
ENGAGEMENT
and
WELCOME TOWORKSHOP 3 INTHE RESIL IENCEAT WORK SERIES:
How To AchieveUnprecedented Levels OfEmployee Engagement
This series of shortworkshop presentationsexplore key topics ofengagement, performanceand resilience at work tosupport your business casefor new Wellnessinitiatives.
Enjoy,Gavriel ShawResilienceMentor.com
“Employee engagement is closely tied to
health and wellbeing” … “A mounting
body of evidence strongly suggests
wellbeing is an ESSENTIAL aspect of
engagement” - HR Magazine
"Total number of working days lost due to work
related stress, depression or anxiety was 11.7
million days."
"Stress accounted for 37% of all work related ill
health cases and 45% of all working days lost due to
ill health."
UK LABOUR FORCE SURVEY (LFS) 2015/16
THE BUSINESSCOST OF 'STRESS':
People at work may not be‘chronically stressed’ (that youcan tell) — however: a constantstream of micro-stressesdeplete individual engagementand performance.
BUT AREWELLNESSPROGRAMSWORTH IT?
Most definitely — if they’re done right.
And it can be quite straightforward
without requiring big budgets...
WELLNESSPROGRAMSDIRECTLYSUPPORTENGAGEMENT
WELLBEING
ENGAGEMENT
and
Head of Hay Group Insight Sam Dawson
found 82% of employees scored above
the norm for engagement when the
organisation “demonstrated care and
concern” for employee wellbeing.
Of those who said the organisation did
not show care and concern, only 29%
were rated as engaged.
Achieving maximum employee engagementdoes not come from salary incentivesor from performance objectives.
It comes from genuinely supporting theirwellbeing and work-life satisfaction on apersonal level.
FLEXIBILITY: Giving flexibility and diversity in agile
project teams.
PURPOSE: Connecting employee’s work to broader
operations and strategy.
DEVELOPMENT: More informal and experiential on-
the-job learning, coaching and real-time feedback.
Ref: https://www.accenture.com/gb-en/insight-2016-accenture-college-graduate-employment-research
RECOMMENDATIONS FOR EMPLOYEEEXPERIENCE PUBLISHED BY ACCENTUREIN 2016 CAN BE SUMMARISED AS:
Shift the strategic focus from
‘maximising worker performance’ to
‘supporting individual wellbeing’.
WORKSHOPTOPIC :
How are we currently supporting employee
wellbeing and work-life satisfaction in terms of
flexibility, purpose and development?
WORKSHOP
Let's take those one at a time as follows...
Workload?
Environment?
Collaborative culture?
Autonomy?
1. HOW ARE WE SUPPORTING FLEXIBILITYIN TERMS OF:
...TO 'FEEL MORE HUMAN'
Psychological satisfaction of contributing
to meaningful company objectives
2. HOW ARE WE SUPPORTING PURPOSE INTERMS OF:
...TO ‘FEEL VALUED AND APPRECIATED’.
Learning and training opportunities based
on employees personal career
development goals
3. HOW ARE WE SUPPORTINGDEVELOPMENT IN TERMS OF:
...TO ‘FEEL LIKE I’M PROGRESSING’
KEY POINT:
RESILIENTPEOPLE
RESILIENTPROFITS=
www.resiliencementor.com
WHAT TOLOOK ATNEXT:
Before selecting any specific Wellness
initiatives we recommend assessing
staff using the Employee Experience for
Resilience Index:
Assessing EmployeeSatisfaction UsingThe Experience for
Resilience Index
(Click to visit the SlideShare
for Workshop 4)
See our SlideShare:
coming soon
Access our white paper:Resilience At Work, for thecomplete picture on which theseworkshops are based.
WHITE PAPER
www.resiliencementor.com/whitepaper
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