Make Your People Great

How To Make Your People Great

Putting Employee Engagement Into Practice

Is there a problem with Employee Engagement?

According to research by Gallup, each disengaged employee costs at least £1,500 per year. Based on research showing that 70% employees are disengaged, that amounts to just over £100,000 lost for every 100 employees on the payroll…

We think something should be done about that!

NB: Employee Engagement is NOT created by…B

ig S

alar

ies High

Satisfaction

Great Statistics

Away-days

NB: Employee Engagement is NOT created by…B

ig S

alar

ies High

Satisfaction

Great Statistics

Away-days

The employee perspective:

An individual’s emotional

connection with their employer

and its purpose, that releases

increased levels of performance

and fulfilment.

The organisation perspective:

The alignment of people

with the organisation’s vision,

values and priorities, for

improved performance.

Employee Engagement – two perspectives

The employee perspective:

An individual’s emotional

connection with their employer

and its purpose, that releases

increased levels of performance

and fulfilment.

The organisation perspective:

The alignment of people

with the organisation’s vision,

values and priorities, for

improved performance.

Employee Engagement – two perspectives

Which comes first…?

Do high levels of Employee Engagement improve performance?

does high performance create higher levels of engagement?

or…

Engagement drives performance: the evidence

In summary,engaged employees…

So why are ⅔ of UK employees disengaged?

Some common barriers to high engagement

Research shows that…

21%

66%

The first million dollar question…

How do you knock down/remove/break through/eliminate those barriers?

Three vital roles in breaking through…

The employer’s role:

Responsibility for creating

an environment and

climate that fosters

employee engagement

rests with the employer.

The employee’s role:

Engagement isn’t

something

you can do to people;

responsibility for choosing

to be engaged rests with

the employee.

Successful break-through depends on employers,

leaders and employees all playing their part

The leader’s role:

Responsibility both for

communicating and

modelling the vision,

values and priorities of the

organisation rests with the

leader.

The employer’s part…

Organisation

Shared purpose…

Clearly expressed values…

Clear expectations of performance…

Opportunities for career and professional development…

Fair salary…

Work/life balance…

Appropriate resources…

Effective onboarding procedures…

and … Engaging leaders…

Providing, for example:

The leader’s part…

Insp

irin

g

The employees’ part…

Employees

Appropriate work/life balance…

Paying attention to:

Developing own capabilities …

Maintaining motivation and interest…

Attitude to organisation and colleagues…

Willingness to ‘go the extra mile’…

and… Aligning ones own goals with the organisation's priorities…

Employees

Organisation

Alignment - the pivotal cog…

The second million dollar question…

How can you achieve…

…?

The extraMILETM model demonstrates…

… the 8 factors that create employee engagement

… the 2 key perspectives:organisation and employees

… and the critical determinant of success: ALIGNMENT between employees and the organisation

The extraMILETM model unpacked

LeadershipThe vision, values and priorities

that drive action

A clear organisational vision is

essential if people are going give of their best and achieve

what the organisation strives for. The organisation’s shared values

(when aligned with those of the individual employees) enable everyone to

work together to deliver results according to the priorities the organisation has set.

This, in turn, enables everyone to deliver the results expected.

InfrastructureThe systems, structures and resources that enable action

These are the foundations on which a successful organisation is built. Effective systems and processes provide consistency and enable quality standards to be maintained. They must be fit for purpose so that every employee is enabled to deliver the results expected of them. Resources range from people through to plant and products essential to running the organisation.



MotivesThe personal values and beliefs

that drive action

Your values are part of your inner make up, rooted deeply in who you are. They can

help you take action in situations that are new to you. Beliefs develop through

(and can be significantly influenced by) your environment and personal

history, as well as your values, so they can help you take action

based on previous experience.


EfficacyThe strengths, skills and

competencies that enable action

Efficacy is more than “being effective”. It arises from the combination of factors that enable you to perform. Strengths are your natural, inbuilt abilities; building on those, your skills and competencies are learned and develop over time, as you gain appropriate experience and take regular, structured developmentopportunities.

The extraMILETM model “cross-over points”

Brand“What makes you, you.”

Your personal brand combines your efficacy and your motives, bringing together what you’re good at and what you love to do. A strong, positive personal brand is a critical factor in your success; it is what marks you out as being different and it describes your uniqueness.

Bran

d


Organisational Culture “What makes us, us.”

Culture is a critical factor in how effectively individual and organisational values and priorities are aligned. Every organisation has a culture; it is vital that action is taken to ensure that the culture is 'fit for purpose.’ The culture grows as the vision, values and priorities are lived out day-to-day in the environment created through the organisation’s infrastructure, systems and processes.

Cu

ltu

re


Alignment“The relationship between individual and organisation.”

Alignment describes where the organisational leadership (vision, values and priorities), and what really matters to individuals, come together. Successful organisations understand the importance of aligning individuals and organisations; good alignment between both leads to increased employee engagement, and arises from it too.

Alignment


Performance“Delivery against expectations.”

Ultimately, every organisation exists to achieve some over-arching purpose. Whether it is measured in terms of finance, profit, service delivered or altruistic objectives met, every organisation that wants to survive and grow has to deliver results. To do so, it must have a clear focus on its performance objectives and measures, and on every employee playing their part.

Performance

The extraMILETM journey

The Emenex Employee Engagement Cycle can take you on a step-by-step journey to creating and sustaining high levels of employee

engagement within your organisation.


Prepare to Engage

Where the vision, values and priorities of the organisation

are not articulated clearly, the end becomes more important than the means. Processes and structures that are not

aligned with the vision, priorities, values and expectations of the organisation create barriers to performance. The Organisational Readiness Assessment identifies gaps

in the articulation and alignment of the vision, values, organisational priorities and goals with its systems, structures and resources.


Take the Pulse

The starting point for the engagement journey begins with

understanding the current situation - how employees feel about the support they receive from the organisation and how

this, in turn, supports the expectations placed upon them.The extraMILE™ Employee Engagement assessment tool provides a visual summary of the levelsof engagement across all eight factors defined within the extraMILE™ model, providing a starting

point from which higher levels of engagement can be built.


Build Strategic Intent

The foundation stones of employee engagement are the vision, values

and priorities of the organisation. The responsibility for establishing these foundations lies firmly with the senior leadership team.

Engaging the senior leadership team in clarifying and communicating the organisation’s vision, values and priorities is an important step that is often overlooked.


Create Organisational

Alignment

Systems, structures and resources, built around the

vision and values, enable high levels of organisational engagement and performance. Building

clear role-profiles, based around the expected skills, competencies and values for each role, sets out expectations that each employee can understand and

follow. Performance assessment and career development processes, aligned to a clear set of standards and expectations, provide a clear line of sight for each employee to the vision and priorities of the

organisation. Employees can then be empowered to manage their own performance and development.


Involve and Align Employees

Empowering employees to take charge of their development

and aligning this to the needs and expectations of the organisation is central to establishing high levels of

Employee Engagement. The extraMILE™ Foundation Workshop enables employees to align their personal brand with the culture of the organisation, and create a

high quality Personal Development Plan. Each employee learns to lead a development discussion withtheir line-manager; this is the bedrock of the development and performance journey.


Embed the Culture

Managers are developedto become supportive rather than

directive. Coaching, communication and team leadership skills become increasingly important as the

organisation begins to perform at these higher levels. Collating thedevelopment needs of individuals establishes an organisation-level development plan,

focused on aligning the personal, professional and technical needs of each employee with the priorities and expectations of the business. This strategic level development plan becomes a focal point for the

organisation, stretching individuals to higher levels of performance and motivation.


Review and Renew

This final step elevates the process into a

continuous cycle of improvement, maintaining employee involvement and demonstrating that the

organisation values individual contributions. Through on-going bench-marking and individual coaching , the organisation can better understand ongoing levels of

engagement. As communication, trust and commitment grow, issues are spotted sooner and action taken earlier. This further strengthens the bond between employees and the organisation and

embeds the cycle of performance and engagement for the long term.

Does all this solve the problem?

The third million dollar question…

Ask someone who knows!

Overall employee engagement levels have increased by over 7.5% during the past 12 months. More than that, Twogether has become an even more energised and exciting place in which to work. The extraMILETM programme has unleashed the potential of our workforce by empowering them to take responsibility for their own development and is also helping us identify future leaders for the organisation.

We chose Emenex because they listened to our aspirations for our workplace and were willing to tailor

their extraMILETM Programme to meet our needs. We were impressed by the robustness and completeness of the whole extraMILETM programme and have been delighted with the impact the programme has had on our business and people.

Kirsty GilchristManaging Director, Twogether Creative Limited:

Are you ready to engage…?

T: +44 (0)8450 523 593

E: [email protected]

D: Download the full white paper on which this presentation is based here.

D: Download the case study from Twogether Creative here.

W: www.emenex.co.uk

http://www.emenex.co.uk/wp-content/uploads/2015/03/Employee-Engagement-POV.pdf

http://www.emenex.co.uk/wp-content/uploads/2015/02/twogether-case-study.pdf

Business

Make Your People Great