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The Institute for Employment Studies defines engagement as: A positive attitude towards the organisation Awareness of business content Works with colleagues to improve performance What does Engagement Mean? Research Findings : Page 3 Engagement Research Findings Results from a recent Gallup study on employee engagement: 54% of employees are not engaged - they simply were going through the motions of their job 17% were disengaged, meaning they were doing the bare minimum or as little as possible to get by A mere 29% of the workforces studied were actually engaged Why Engagement is Important? : Page 4 Engagement Why Engagement is Important? The impact engagement has on the business success can be dramatic: The Conference Board found that engaged employees outperformed their counterparts by 20-28% Serota Consulting looked at 28 multinational companies and found that share prices of organisations with highly engaged employees rose by an average of 16%, versus an industry average of 6% There is a direct correlation between engaged employees and: Retention of talent Level of customer service Individual performance Team performance Business unit productivity Financial performance Employees who are engaged… : Page 5 Engagement Employees who are engaged… Have a positive attitude and feel pride in the company Believe in the products and services offered Act as business owners Feel empowered to make a difference Believe their work impacts the organisation in a positive way Improves the sharing of information so all can strive to be “best in class” Promotes a positive culture Takes advantage of being a “global” company through employee interactions Allows the environment to be fun Enhances Company Performance Individual Job Performance Organisational Pride Team Productivity Employee Retention Elements of Engagement : Page 6 Engagement Elements of Engagement Role of Leaders Role of Managers Communication Building a Sense of Team Recognition / Celebration Proactive Human Resources Measure Progress Role of Leaders : Page 7 Engagement Role of Leaders People Leadership Business Leadership Self Leadership Role of Managers : Page 8 Engagement Role of Managers Managers who have people leadership responsibilities have a critical role to play in Employee Engagement. Research has proven that the #1 reason for employee job satisfaction and retention is their immediate supervisor Successful Managers: Inclusive with all team members Provide clarity Care about their employees Show a link between an individual’s role and the business as a whole Impart clear expectations Proactively inform the team how they will be assessed Differentiate people by performance Develop and help the individual grow Reward and recognise Communication is key to creating a high engagement culture : Page 9 Engagement Communication is key to creating a high engagement culture Credibility Contribution Connection Show employees how their jobs contribute to business objectives Provide actionable guidance on how employees can contribute to the business objectives Ensure the CEO and senior leaders travel to communicate with employees in person Appeal to employees’ emotional commitment by linking people’s personal experiences to business initiatives whenever possible Communicate frequently Anchor communications in data and specifics about business fundamentals and strategy Create communications forums that allow for two way exchange Building A Sense of Team : Page 10 Engagement Building A Sense of Team Health & Wellness Company Sponsored Activities Community Involvement Individual Volunteerism Collaborate with co-workers to promote a positive work environment Clear objectives that the team is all striving to achieve (e.g. STI) Recognition / Celebration : Page 11 Engagement Recognition / Celebration Employee Recognition Programmes On-the-spot awards Mid level awards Key contributor awards During Team Meetings – thanking individuals or teams for a job well done Service Awards Site Celebrations Proactive Human Resources : Page 12 Engagement Proactive Human Resources Higher HR involvement Drive People Planning Cycle Enhance, motivate and retain our most important asset – People Drive performance and profitability Measure Progress : Page 13 Engagement Measure Progress Use Danisco Spirit as a barometer to measure progress Slide 14: Page 14 Engagement Role of Leaders Communication Toolkit Building a Sense of Team Recognition / Celebration HR Initiatives Measurement The Pieces Come Together Employee Engagement Role of Managers Slide 15: Page 15 Engagement Promotes high performance culture Defines expectations & directs implementation Builds Trust Enhances Collaboration Builds an environment that celebrates contributions Promotes employee development Ensures we are making an impact Measurement Sense of team Communication HR Initiatives Recognition / Celebration Role of Leaders Role of Managers These Elements Will Drive Up Employee Engagement - - - You do not have the permission to view this presentation. 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