ESAN Developing A Culture Of Employee Engagement Ppt Felker
Developing a Culture of
Employee Engagement
July 7-11, 2014
Professor Julie Felker
Employee Engagement
• What is it?
• How does engagement ‘feel’ and look? • What is a culture of engagement and how can it be measured?
• How can a culture of engagement be developed and sustained?
• Is there a “dark side” to engagement?
2
Questions to ponder…
• When you hear the term employee engagement, what do you think of?
• What does it look like when people are engaged at work?
• Why do you believe that company leaders have an interest in engagement? 3
Engagement defined
“Individuals’ involvement with and enthusiasm for work”
“The extent to which people value, enjoy and believe in what they do”
“The illusive force that motivates employees to higher levels of performance”
“ An amalgam of commitment, loyalty, productivity and ownership”
4
Our working definition
An employee’s sense of purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort, and persistence directed toward organizational goals
5
What does an engaged workforce look like?
Employees…
• think and work proactively
• expand their own thinking
• persist when confronted with obstacles
• adapt to change
6
Engagement Framework
Tangible performance outcomes
High
performance work environment
Employee engagement feelings
Employee engagement behaviors
Intangible assets Shareholder value Customer loyalty & satisfaction Innovation
Lower risk
7
Creating an engaged workforce
Capacity to engage
Reason or motivation to engage
Freedom to engage
Knowledge to engage
8
Capacity to engage
Engagement requires a work environment that does not just demand “ more ”, but promotes information sharing, provides learning opportunities, and fosters a balance in employee’s lives, thereby creating the bases for sustained energy and personal initiative
9
Motivation to engage
Engagement happens when employees have work that interests them and aligns with their values and when
Employee Engagement
July 7-11, 2014
Professor Julie Felker
Employee Engagement
• What is it?
• How does engagement ‘feel’ and look? • What is a culture of engagement and how can it be measured?
• How can a culture of engagement be developed and sustained?
• Is there a “dark side” to engagement?
2
Questions to ponder…
• When you hear the term employee engagement, what do you think of?
• What does it look like when people are engaged at work?
• Why do you believe that company leaders have an interest in engagement? 3
Engagement defined
“Individuals’ involvement with and enthusiasm for work”
“The extent to which people value, enjoy and believe in what they do”
“The illusive force that motivates employees to higher levels of performance”
“ An amalgam of commitment, loyalty, productivity and ownership”
4
Our working definition
An employee’s sense of purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort, and persistence directed toward organizational goals
5
What does an engaged workforce look like?
Employees…
• think and work proactively
• expand their own thinking
• persist when confronted with obstacles
• adapt to change
6
Engagement Framework
Tangible performance outcomes
High
performance work environment
Employee engagement feelings
Employee engagement behaviors
Intangible assets Shareholder value Customer loyalty & satisfaction Innovation
Lower risk
7
Creating an engaged workforce
Capacity to engage
Reason or motivation to engage
Freedom to engage
Knowledge to engage
8
Capacity to engage
Engagement requires a work environment that does not just demand “ more ”, but promotes information sharing, provides learning opportunities, and fosters a balance in employee’s lives, thereby creating the bases for sustained energy and personal initiative
9
Motivation to engage
Engagement happens when employees have work that interests them and aligns with their values and when