Employee Engagement

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Slide4:

DISCLAIMER! The ideas expressed in this presentation are solely that of the author and any resemblance to any incidence, person or circumstances is purely co-incidental and not intentional

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of the EMPLOYEES DON’T feel VALUED by their EMPLOYERS 70%

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REASONS

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ORGANIZATIONAL

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INDIVIDUALS

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ORGANIZATIONAL

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INFORMAL COMMUNICATION

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JOB SECURITY

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POOR REWARD SYSTEM

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PREJUDICE BOSS

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HIERARCHIAL REPORTING

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POOR HIRE & FIRE SYSTEM

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LOBBYING

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PLEASE & FEED THE AUTHORITY YES BOSS!

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ORGANIZATIONAL Informal Communication System Lack of Job Accountability Job Security Poor REWARD System Prejudice BOSS Political Environment Hierarchical Reporting Nodes Poor Hiring and Staffing System Group culture Above all ………….PLEASE & FEED The AUTHORITY….

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INDIVIDUALS

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EASY JOB

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INFERIORITY COMPLEX LOW SELF ESTEEM

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HIGH EXPECTATIONS

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AM I THE ONLY ONE …?

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EXTRINSICALLY MOTIVATED

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WORK TO PLEASE AUTHORITY

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WHY SHOULD I ?

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PERSONAL Job Compulsion - Easy Low Self Esteem - Inferiority complex Low Self Realization - Potential State of Delusion (Creative/Hardworking/Talented…) High Expectations Lack Initiative – Let it be.. Extrinsically Motivated Work to please Authority Above all ……………………..WHY SHOULD I…….

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GROUPS

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TEAMS

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LOBBYING GROUPS

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SELFISH – Vested Interest GROUPS

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COOPERATIVE – Common Goal TEAMS

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Conflicts GROUPS

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Resolve TEAMS

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Survival Island A ball of steel wool A small ax A loaded .45-caliber pistol Can of cheese Newspapers Cigarette lighter (Without fuel) Extra shirt and pants 20 X 20 ft. piece of canvas A sectional air map made of plastic One quarter of 100 proof whisky A compass Family size chocolate bars

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Survival Island: Solution Cigarette lighter (Without fuel) A ball of steel wool Extra shirt and pants Can of cheese 20 X 20 ft. piece of canvas A small ax Family size chocolate bars Newspapers A loaded .45-caliber pistol One quarter of 100 proof whisky A compass A sectional air map made of plastic

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Big Question ?

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Why GROUPS are formed?

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SECURITY in NUMBER

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DEPENDENCY SYNDROME

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COMPETITION INSIDE

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COOPERATION OUTSIDE

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FOCUS ON COUNTERPRODUCTIVE NORMS

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JOB INSECURITY

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WORK TO PLEASE THE AUTHORITY

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WE ARE THE ONLY ONE…….

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Human Nature Security in NUMBER. Common Vested Interest - Lack FOCUS Emotionally Vulnerable – Low EQ Sympathetic Dependency Syndrome Competition INSIDE – Cooperation - OUTSIDE Focus on Counterproductive norms Job Insecurity Work to please the authority Above all ……………………..WE ARE THE ONLY ….

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ADVANTAGE TEAM…..

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COORDINATED ACTION

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SECURITY IN PERFORMANCE

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COMMON GOAL

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EMOTIONALLY STRONG

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EMPATHY

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COOPERATION INSIDE

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COMPETETION OUTSIDE

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FOCUS ON PRODUCTIVE NORMS

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FOCUSED

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WORK TO WIN

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WE HAVE TO…..

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Advantages of working as a TEAM Coordinated Action Security in Performance Common Goal Emotionally Strong – High EQ Empathetic Cooperation INSIDE – Competition OUTSIDE Focus on ONLY on productive norms Highly FOCUSED Work to WIN Above all ……………………..WE HAVE TO ….

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TEAM COMPETENCIES

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ADAPTABILITY

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FLEXIBILITY

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TEAM Competencies Adaptability & Flexibility Mutual Trust & Respect Shared Vision Rational approach Mutual Performance monitoring Self Regulating Productive Highly FOCUSED Highly Coordination Interactions Supportive

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TEAMS

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EXPLORE

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THE POWER OF ENGAGEMENT

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ENGAGEMENT = INVOLVEMENT

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INVOLVEMENT = MANAGEMENT OF ENERGY

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WORK ENGAGEMENT INVOLVEMENT & SKILLFUL MANAGEMENT OF ENERGY WE BRING TO OUR WORKPLACE

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Managing Energy NOT Time , Is the Key to Performance , Health and Happiness

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To DO SOMETHING EXTRA It is a VAST UNPOPULATED WASTELAND Explore it …. Go there

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Engaged Employees Express..

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Physically

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Emotionally

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Cognitively

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Speak positively

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Employee Advocacy

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Desire to be part of..

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Employee Commitment

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Stretch LIMITS – do more

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Discretionary Efforts

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Employee Engagement RIGHT FIT

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Research survey across the World has demonstrated that the level of Employee Engagement has a significant impact on the PROFITABILITY of any Organization

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Engaged Not Engaged Actively Disengaged

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Engaged Employees are BUILDERS

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Not Engaged Employees are TASK ORIENTED

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Actively Disengaged Employees are CAVE DWELLERS

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BUT HOW DO YOU INCREASE EMPLOYEE ENGAGEMENT?

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Clear Expectations

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Necessary Tools

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Recognition & Praise

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Recognize & Praise for OFFICIAL WORK

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PERSONAL WORK

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Caring

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Encourage

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WDYT

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MANAGE THE WORK

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MANAGE PEOPLE

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Increasing Employee Engagement

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STOP being VERBAL

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BAIS for ACTION

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Explore the POWER Of ENGAGEMENT

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Worshiping CHAIR

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Pleasing Authorities

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Working for the Organization

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