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I’m not doing what I really like to do; I’m not sure I’m even good at doing what
I’m asked to do
I like some of what I’m doing, but doing a lot of things I don’t particularly like doing;
I’m not really leveraging my skills
I like most aspects of my job; I believe I’m really
skilled in most of what I’m being asked to do
I love what I do. My skills are a perfect
match for my position
Where would you place yourself on these circles?
Where would you place yourself on these circles?
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Engagement and Globalization
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Engagement Across the Globe
2013 Blessing White GlobalEmployee Engagement
Research Update
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Engagement, Organizational Level, and
Professions
2013 Blessing White GlobalEmployee Engagement
Research Update
Engagement by Level
20
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Engagement and Branding
Only 41% of employees felt that they know what their company stands for and what makes its brand different from its competitors’ brands.
Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS
Based on survey of 25 million survey respondents
Engagement and Branding
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Engagement and Purpose
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It’s no longer just what you do, it’s now why you do it
Engagement and Purpose
Discussion– What are the ‘purpose-driven’ aspects of your
organization?• Do you support specific organizations or causes• Who selected those causes?
– Employees?
– Leadership?
• How are causes selected?• What ideas have you gotten from other participants?
– Are there causes you could supports
– Does someone have a better selection process?
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Organizations driven by purpose and values
outperformed comparison companies 6 X
Research by Jim Collins and Jerry Porras
Engagement levels are twice as high (54% vs. 25%) among those who say they are proud of contributions their
organization has made to the community.
Dale Carnegie 2012 Statistics and Corporate Social Responsibility (Dale Carnegie Employee Engagement 2012 Survey of global Clients
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Employee Engagement at Your Organization
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Engagement in your Organization
– Engagement Change Agents and Adversaries• Influential people in the organization• CEO, CFO, EVP, VP, Director, Department or Business
Line Leader
Change Agents
Adversaries
Support for Your Engagement Efforts
– Based on your pre-work exercise, who are your:• Engagement Change Agents
• Engagement Adversaries
– In your workbook, rate each of your Engagement Change Agents and Engagement Adversaries on:• Understanding – how much you think he/she understands the
concept of engagement and what is required
• Influence – how much influence does he/she have on the organization? What is his/her ability to help or hinder your efforts?
Note: Uncomfortable using names? Use position or initials
Director of Finance
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Engagement in your Organization
– Using the evaluation in your workbook, evaluate your organization• Note – this is not an engagement survey (which we will discuss in
the next session); this is your personal assessment of your organization as a whole
– Rate on a scale of 1 – 10 each key components of engagement
– Note your results and the key areas that need to be addressed
– Be prepared to discuss your results
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Your EngagementAction Plan
Develop Your Action Plan
– Spend the next 10 – 15 minutes and develop your Engagement Action Plan• Business drivers that are most important to your
organization• Ideas to increase your focus on
purpose• Key improvement areas
• Your Engagement Adversary strategy
Action PlanAfter page 15
Action Plan
– Using your Engagement Action Plan as a guide:• Discuss employee engagement with at 2 - 3 leaders• This can be as a group or individually• Take notes on your Action Plan and be prepared to
report back the results of your discussions– Look at your list of Engagement Adversaries
• Create a strategy you will use to influence each to support your engagement efforts
• Use codes and pseudonyms
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Pre‐work
Session
Date Topic Required Assignment
DueDate
1 9/23 Engagement at Your Organization
2 10/28 Your Engagement Baseline
3 11/18 Creating your Employer Value Proposition
EVP Video OutlineEVP Final Video
12/165/19
4 12/16 Innovation and Leading/Managing Change
5 1/20 Determining Priorities HIT Process 4/21
6 2/17 Engaging First Line Leaders
7 3/17 Engaging the Generations
8 4/21 Balanced Scorecard and the Communication Protocol
Communication Protocol
6/16
9 5/19 Effective Compensation and Reward Programs
10 6/16 Finding and Selecting Engaged Employees
Certification Program Class Schedule
Pre-work
– Identify feedback tools you have used in your organization• Surveys• Town hall meetings• Committees• Suggestion box• Other
– Document the pros and cons of using each– Read the articles on the Specialist web site