Reva University, 18th & 19th Dec 2015 3/4/2016 1 g’ morning
Reva University, 18th & 19th Dec 2015 3/4/2016 1
g’ morning
what makes us happy to come to work !!!
[ Doing tasks that have meaning for me ]
employee engagement - The SHRM angle and role of HR
Let us all get
engaged@workplace
Why Employee Engagement Matters
22% higher profitability
21% higher productivity
10% higher customer metrics
37% lower absenteeism
48% fewer safety incidents
41% fewer quality incidents (defects)
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Engaged companies outperform their competition
TO WIN CUSTOMERS – and a bigger share of the marketplace – companies must first win the hearts and minds of their employees
Employee Engagement defined !!
“A heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.”
--The Conference Board
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en●gage●ment (in gājd/ měnt)
Thus, Employee Engagement Feel satisfaction with their work Take pride in their organization Enjoy and believe in their work Understand the link between their job and the organization’s mission Feel valued by their employer Fully commit to their employer and their role Exert extra effort to contribute to business success
Common Concepts Commitment - affective, behavioral, cognitive - ABC Commitment - rational & emotional Discretionary effort – going above and beyond Drive innovation Drive business success Energy, involvement, efficacy Passion and profound connection Positive attitude toward company Psychological presence- attention and absorption Shared meaning, understanding- active participation Stay, say, strive Think, feel, act, during performance Translate employee potential into performance
The 10 reasons …..
Whose Who
Purpose don’t know
Personality Matters
What Reward, If work in Team
Don’t Recognize ……Achievement Feedback
Mutual Accountability
Lack of Clear Communications
Unrealistic Expectations
Non Performance X Performance
The 10th is …..
a t t i t u d e
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why people are not engaged…….
Employee Engagement
Employees engage with their employer in four distinct ways:
1.Company – employees feel personal attachment, affiliation, passion toward the company as a whole
2.Job - employees value and feel personal involvement with their work and the tasks associated with their specific jobs
3.Supervisor/Leader – employees feel personal attachment, commitment, and affiliation with their direct supervisors and higher level leaders
4.Colleagues/coworkers – employees value relationships and feel emotional attachment to the other members of their team or to colleagues that they work with directly.
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Current State of Employee Engagement
50% would like to leave their jobs, including 25% of best performers.
(Right Management Journal)
74% of departed employees cited a lack of employer engagement as their principal reason for leaving.
(Harvard Business Review Journal)
Disengaged employees are 24% less likely to quit than engaged employees. (Conference Board Organisation)
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Engagement Categories
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HR Way: how to make work crazy….
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Complete Freedom Total Transparency Complete Shared Responsibility Accountability for ones actions Liberty to decide course of actions Involvement / Participation Transparent feedback Delegate authority No hidden Agenda Complete Autonomy Power to take decisions
Freedom to do work in one’s own way No Supervision/ Foreman
No Bureaucratic and Administrative interference No Red-tapism
Sharing Common Platform Trusting each persons actions
No restrictions for new inventions One can fail, no punishment
Suggestions are part of daily work Accept critics
HR-leadership@workplace
Drivers of Engagement
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So how can we move engagement levels?
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Make habit to think big
High standards
Don’t quit
Keep learning
Enjoy daily
Behavior needed !!!
Open mind
Happy
Respect all
positive
No sweet path
GALLUP Survey
THE 12 KEY QUESTIONS
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven/ thirty days, have I received recognition or praise for doing good work?
5. Does my manager/supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. In the last six months, has someone at work talked to me about my progress?
8. At work, do my opinions seem to count?
9. Does the mission/purpose of my company make me feel my job is important?
10. Are my co-workers committed to doing quality work?
11. Do I have a best friend at work?
12. This last year, have I had opportunities at work to learn and grow?
THE 12 KEY QUESTIONS
Strategic HR Leadership, and
Knowing your Workforce in creating Great
place to work
Great place to work !!
What Every HR Professional should know
Great place to work !!
Flexible and Transparent Organisation
Global Oppournity
Variety of Exposure
Diverse Experience
Performance recognition
Learning and Growth
Competitive rewards
Oppournity to grow and learn
Performance oriented culture
SHRM and Creating
Great place to work
» Connect
» Career
» Clarity
» Convey
» Congratulate
» Contribute
» Control
» Collaborate
» Credibility
» Confidence
1. Leadership
Employee engagement starts at the top – Key driver is the actions of senior leaders
• Leaders must demonstrate support
• Develop company culture
• Living their company’s values.
Best Practices from Best Employers – Make Employee Engagement a Business Priority
– 6 out of 10 companies report Employee Engagement as the #1 objective of their people program investment
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Leadership and Connecting with Employees
Encourage senior management and HR team to be a part of the employees’ corporate life.
– Install regular sessions where senior management speaks to all employees and create virtual ask your CEO — where employees are being heard.
– Same with HR chief….
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CEO / HR CORNER
Leadership and Connecting with Employees
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“When leaders tell employees where they are going, why they’re going there and how they are going to get there – and when they provide appropriate levels of trust, recognition and empathy - productivity goes up.”
Communication: The Cornerstone of an Engaged Workforce
Culture
How to Increase Belief In HR Leadership
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Connect
– Leaders must show that they value and respect their employees.
• If an employees’ relationship with their managers is fractured, then no amount of perks will persuade employees to perform at top levels.
Convey/Communicate
– Good Leaders provide clarity around expectations, provide regular and
routine feedback about performance (both individual and organizational) and what one needs to do to advance or take on new tasks/opportunities.
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2. Relationship between HR and Direct Line Manager
7 Things Every Great HR Boss Should Do
Acknowledge – let employees know they are doing a good job
Motivate – set high standards and stick to them enlisting employee input
Communicate – clearly, honestly and often
Trust – believe your employees can meet or exceed organizational goals and support them in their endeavors
Develop- provide tools and training so as your employees can reach full potential
Direct – challenge your employees but not overwhelm them
Partner – create and cultivate a sense of camaraderie
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In simpler terms:
Treat your employees right:
– Respect (being sensitive to needs, desires and goals)
– Objectives (set clear objectives involving them in the process)
– Awareness (increase awareness by providing feedback)
– Dialogue (on-going regular communications)
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R O A D
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Know your Workforce…
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Managing/Coaching Millennials
Offer plenty of help
Create a collegial and team-oriented culture
Rewards for innovating and taking appropriate risks
(Praise can be more powerful than money)
Checklists/guideposts/milestones—lots of feedback
(Millennials mistake silence for disapproval)
Provide regular ―developmental coaching‖
(Positive, forward–looking, skill building)
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Strategy HR Intervention How to increase Satisfaction with Immediate Supervisor
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Organization’s Image - Employee Value Proposition
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Communication of the things that make your organization a great place to work is essential.
Best Practice Example
Employee Value Proposition At the Front Counter – Engaged and Committed Employees
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McDonald’s
Best Practice Example
Employee Value Proposition At the Front Counter – Engaged and Committed Employees
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To identify McDonald’s EVP, they conducted an unprecedented effort to gather input from crew and managers. They received responses from nearly 10,000 restaurant employees from 55 countries about what they love most and least about working at McDonald’s
The responses are ……
Best Practice Example
Employee Value Proposition At the Front Counter – Engaged and Committed Employees
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Identified key themes around …….. ““People and Culture,” “Flexibility and Variety,” and “Development and Opportunity” Family & Friends – “I work in an enjoyable, energizing atmosphere where everyone feels part of the team.” Flexibility – “I have a challenging, varied job that has the flexibility to fit into my lifestyle.” Future – “I have an opportunity to grow and progress by learning personal and work skills that will last me a lifetime, whatever I choose to do.”
Employee Communications
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2012 AON Hewitt Study
Print Collateral – Direct Mail
– Total Rewards Statements
Face to Face Communications – Focus Groups
– Town Hall Meetings
– Benefit Fairs
Electronic/Digital – Internet/Intranet
– Email – Text Messaging
– Videos
– Social Media
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When it comes to Communication – one size definitely does not fit all
Know your workforce/audience
Where they are located;
How long they’ve been employed;
Their job role;
Age and Gender, etc.
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EVP Brochure
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Social Media
Vehicle to share company information and get employees to talk, share information and collaborate.
– Internal social media platforms allows employees to post presentations, ideas, etc. and receive instant feedback from other workers.
– Examples
• Experience Forum – connects new hires with other new hires to share experiences or answer questions.
• PepsicoConn3ct – LinkedIn group for young professionals within Pepsi.
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HR and Gen Y…..
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Social Media & Gen Y
40% check their cell phone every 10 mins
45% check social media as part of their daily routine
Don’t block facebook at work
– 56% won’t work at your company if you ban it!
– Most Career oriented are on Linkedin…..
– Eagers are on Twitts…..
Thus……
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Strategic HR interventions !!!
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Employee
Value Proposition
Organization •Culture
•Mission/ Values •Leadership
People •Talent
•Social Networks
Work Environment
•Challenge •Autonomy
•Experiences
Career & Development
•Training •Performance Management
Benefits •Health & Welfare
•Financial Security
Compensation •Base
•Variable/ Incentive
“Great Company”
“Great Job” “Great Rewards”
http://in.linkedin.com/in/mmbagali