Employee Engagement for U of U (1)

8/12/2019 Employee Engagement for U of U (1)

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Jill E. Carter

PADMN 6360


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An employee who is

fully involved in and enthusiastic about his/her work.

willing to give discretionary effort towards the success

of the organization.


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Nine out of every ten workers in the world wantto take on challenges and are ready to putdiscretionary effort into their jobs.

Unfortunately, only two employees in ten do so.This discrepancy the engagement gap may

seem standard but doesnt have to be!

*Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES

UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., 2008. p. 2.


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Think about your own colleagues, teams & departments

Are they: routinely going the extra mile?

learning new skills?

helping your organization meet its goals?

understanding the role they play in the agencys success?

feeling adequately appreciated and rewarded?

believing leaders have a sincere interest in their well being?


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As a leader and a direct manager of others, do you:

motivate people to go the extra mile?

help people in the organization develop new skills?

inspire employees to do what it takes for agency success?

inform people about how they contribute to the agency?

show appreciation & recognize the efforts of work well done? care about the people who work for the agency & for you ?


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Online polling survey

90,000 employees

18 countries worldwide, including the U.S., China, Canada,France, the UK & India; AND

Worlds largest employee normative database 2,000,000+ employees

40+ countries


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Employee Engagement is a deep and broad connectionemployees have with an organization that results in awillingness to go beyond whats expected of them to help the

organization succeed. This connection occurs at 3 levels:

The Rational (the head)

The emotional (the heart)

The motivational (the hands)

Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIESUNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS, p. 9-10.


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Senior managements sincere interest in employee well-

being.

The opportunity an employee has to improve skills.

The organizations reputation for social responsibility.

Opportunity to provide input into decision making .

An organizations ability to quickly resolve customerconcerns.

Gebauer, p. 13


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An employees readiness to set high personal standards.

Excellent career advancement opportunities.

An employees interest in challenging work.

An employees relationship with her supervisor.

The organizations encouragement of innovative thinking.

Gebaurer, p. 13.


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Senior managements sincere interest in employee well-

being.

Improve skills and capabilities over last year.

Organizations reputation for social responsibility.

Input into decision making.

Organization quickly resolves customer concerns.

Gebauer p. 15.


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38% believe senior management is sincerely interested inwell-being.

36% excellent career advancement opportunities.

50% organization encourages innovative thinking.

Gebauer p. 16.


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Create Only Satisfaction

Work Itself Achievement

Recognition

Growth

Advancement Responsibility

--- Satisfaction ++++

Create Only Dissatisfaction

Policies and Procedures Interpersonal Relations

Salary/Pay

Supervision

Working Conditions Relationship w/Boss

Herzbergs Motivation Theory Herzbergs Hygiene Theory

--- Dissatisfaction ++++


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Your benefits

Feeling of belonging to anadmirable organization thatshares your values

Satisfaction fromthe work you do

Your opportunities fordevelopment andadvancement

The monetary

rewards youreceive

EmployeeValue

Proposition

Affiliation Organization

commitment Work environment Citizenship Title

WorkContent

Variety ChallengeAutonomy Meaningfulness Feedback

Compensation Base salary Incentives Cash recognition Premium pay Pay process

Benefits Health Retirement Recognition

Perquisites

CareerAdvancement Personal growth

Training

Employment

Security

SIBSON CONSULTINGREWARDS OF WORK


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Five Actions to Convert

the Enrolled and Enlist

the DisenchantedKNOW THEM

GROW THEMINSPIRE THEM

INVOLVE THEMREWARD THEM

Gebauer p. 17.


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1. Do employees understand the agencys strategy and embracecore values?

2. What % of employees know how to add value to the agency?

3. What are the most critical employee retention points in youragency?

4. How many of your employees are in retention risk zones?

5. How many of your employees are ready for a promotion?

Gebauer pp. 45 - 46.


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6. How many employees exceed their annual performance goals?

7. What rewards have the highest value for each workforce

segment?

8. What do employees say are the key reasons they work for theagency?

9. What makes employees feel proud of their agency?

10. Is there a belief that the organization delivers on its promise tocustomers?

Gebauer pp. 45 - 46 .


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1. What total rewards (compensation, appreciation, recognition,work-life balance, etc.) are most meaningful to the employees

working for you?2. What are their career expectations?

3. What brought these employees to the agency and what keepsthem?

4. How long were these individuals in their prior jobs?5. When are your employees most likely to be at risk for leaving?

Gebauer pp. 45 46.


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1. Agencys primary mission? What are its long-term goals & values?

2. How is the agency doing financially?

3. What are the agencys greatest challenges at this time?4. Who is the Executive Director? Who is the employees boss?

5. What are the capabilities/skills one must demonstrate to moveahead?

--What does the manager see as your greatest strengths & most limitingweaknesses?

--What is the intended career path over the next 2 years?

--Is it clear how to get there?

Gebauer pp. 48 .


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6. Formal education/learning opportunities the agency provides you?

7. What socially responsible activities does your agency undertake?

8. How does your work contribute to the agencys goals?9. How does your work contribute to the agencys business?

10. Can you articulate what factors go into your overall compensation& what factors contribute most to determining your next salary

increase?--Do you know all the health & financial benefits your agency offers?

Gebauer pp. 48-49.


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36% have not improved their skills over the past year.

48% have not received the training needed to do the job.

64% believe their company rates average or below inproviding training opportunities.

72% other organizations do a better job than their

current employer for career development.

Gebauer, p. 76.


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To inspire them, engaging agencies create two

key emotional bonds with employees: A sense of pride in the work they and the agency do.

A belief that the agency cares about the employeeswell-being.


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Create a line-of-site understanding.

Gather employee input to leverage experience

and foster creative problem solving. Provide both informal and formal feedback.

Create opportunities for collaboration.

Give employees the freedom to act.

Gebauer pp. 163-184.


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The work experience is defined by a combination of

4 things on the Rewards front:

Pay: what people are paid/how fair/competitive it is.

Benefits: how & to what extent employees are protectedfrom medical, financial, & other risks in their lives.

Development: how the agency ensures employee

development & advancement.

Environment: how supportive, stimulating & open theculture & environment are.

Gebauer p.192.


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The gap thats createdwhen an agency tries to

execute its strategydespite its people

rather than through

them.


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How can we convince an entire organization tothink & act differently?

How could we encourage those discretionaryefforts so critical to success?

How can the full workforce be engaged thereby

enabling the strategy to succeed?


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Top activities in which you are engaged ?

Why are they so compelling? How might you engage people in your organization?

What percentage of your employees are truly engaged in

your agencys work?


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People want to be a part of something big.

People want to feel a sense of belonging. People want to go on a meaningful journey.

People want to know that their

contributions make a significant impact ordifference.

Documents

Employee Engagement for U of U (1)