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Ajin John

Saroj Samal
Saurabh Pant

Employee Engagement
An individuals involvement with, and enthusiasm
for the work he/she does.
An individuals sense of purpose and focused
energy, evident to others in the display of personal
initiative, effort and persistence directed toward
organizational goals.
An all-encompassing positive attitude towards
work
Introduction

Passion for their work
Feel their work is meaningful & important
Deep connection to their company
Persistence at difficult tasks
Helping others
Taking Initiative
Going beyond expectations
And so forth

Engaged employees are satisfied too

Highly Engaged Employees
High customer satisfaction
Job satisfaction for employees
Higher productivity
Higher employee morale
Greater readiness for change
Lower job-related stress
Higher profits
Lower absenteeism & turnover

Benefits of a engaged workforce
Engagement Defined
Employee Engagement is a deep and broad connection employees have with
an organization that results in a willingness 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)


7
Evolution Of Job Attitudes
Engagement
Commitment Motivation
Satisfaction
Morale
1960 1980 2000
TIME
Enjoys the job
Is not dissatisfied
with terms and
conditions
Not necessarily a
team player
Strives to achieve
personal goals
Contributes
energetically
Values achieving
personal goals more
than team/
organizational goals
Proactively seeks opportunities
to serve the mission of the
organization
Willing to go the extra mile
Is willing to withhold criticism
and/or be constructively critical
for the good of the organization
Loyal to organization,
optimistic for the future
Collaborates to achieve
team goals
Has a sense of
belonging to
organization
8
Howre you doing?
Check your level of engagement

Getting satisfaction from the tasks required in their job?
Feeling valued by management?
Contributing energetically, not in isolation, but collaboratively?
Positive about the work experience your employer, its leaders, the work and the environment?
Ambitious for the organization?
Speaking positively about the organizations goods and services?
Planning to continue to work for the organization?
Going beyond the stated requirements of the job and contribute discretionary effort?
Yes No
Are you
Are you engaged?
29% 52% 19%
Engaged Not Engaged Actively Disengaged
Loyal and psychologically committed.
More productive; higher retention.

Productive, but they are not
psychologically connected to their
company. They miss more workdays; more
likely to leave.
Physically present, but psychologically
absent. They are unhappy and insist on
sharing this unhappiness with others.
Based on Gallup Poll: Working Population 2012
Engagement: Three Types of
Employees
Copyright 2008, 2013 Gallup, Inc. All rights reserved.
Typically, you need 5 engaged employees to offset every disengaged employee.
The Engagement Difference

3 Brick Layers Story
State of workforce engagement today
Rise in discretionary effort flattens while intent to stay rises
0
5
10
15
20
25
30
35
Q1 2007 Q3 2007 Q1 2008 Q3 2008 Q1 2009 Q3 2009 Q1 2010 Q3 2010 Q1 2011 Q3 2011
% of employees
with high levels of
intent to stay
% of employees
providing high
levels of
discretionary effort
Corporate Leadership Council 2011
One reliable instrument to measure employee engagement is Gallups
G12 feedback system. Gallup has identified the factors that determine
whether people are actively engaged, disengaged, or actively
disengaged. Their research (which consistently shows a correlation
between high survey scores and superior job performance) yielded a
series of 12 questions known as Gallup's Q12.
The 12 questions are (rated on a scale from 1 to 5):
Do I know what is expected of me at work?
Do I have the materials and equipment that I need in order to do my
work right?
At work, do I have the opportunity to do what I do best every day?
In the last seven days, have I received recognition or praise for doing
good work?

Measuring Employee Engagement

Does my supervisor, or someone at work, seem to care about me as a
person?
Is there someone at work who encourages my development?
At work, do my opinions seem to count?
Does the mission or purpose of my company make me feel that my job is
important?
Are my coworkers committed to doing quality work?
Do I have a best friend at work?
In the past six months, has someone at work talked to me about my
progress?
This past year, have I had opportunities at work to learn and grow?

Gallup's Q12 Continued..
Step 1: Know What Drives Employee Engagement
Involvement in decision making
The extent to which employees feel able to voice their ideas, and managers listen to
those views and value employees contributions
The opportunities employees have to develop their jobs
The extent to which the organization is concerned for employees health and well-
being
Step 2: Get Senior Leader Buy-In
As the IES study revealed, senior leader buy-in is critical for employee engagement
initiatives to succeed. Good leaders create a culture of engagement, keep employee
trust, and help increase productivity, employee satisfaction and retention.
If senior leaders do not understand the importance of employee engagement, now is
the time for HR and talent management professionals to educate them. Show them the
direct correlation between employee engagement and the organizations bottom line.
Share with them the results of the employee survey (or of the one-on-one meetings,
focus groups or town hall meetings) and the steps needed to improve engagement
Four Steps for Improving Employee
Engagement
Step 3: Communicate with Employees
One of the hallmarks of organizations with strong employee engagement is
communication. Let employees know the steps you have taken to assess employee
engagement, the outcome of those steps, and the plans moving forward to improve
employee engagement. Communication can take the form of town hall meetings,
articles in employee newsletters and on employee intranets or e-mail. Always use the
communication methods you have found to be most effective in your workplace.
Step 4: Act on the Results
Action steps to improve employee engagement do not need to be costly or time-
consuming. A McKinsey Quarterly survey revealed three effective non-cash awards
that improve employee engagement that can work for small and large organizations:
Praise from immediate supervisors
Attention from leaders (e.g., one-on-meetings or attention from the top)
Opportunity to lead projects or task forces

Steps for Improving Employee Engagement
Consider the words of Ralph Stayer, CEO of Johnsonville Sausage. In the
book, Flight of the Buffalo: Soaring to Excellence, Learning to Let
Employees Lead, he writes:
I learned what I had to in order to succeed, but I never thought that
learning was all that important. My willingness to do whatever it takes
to succeed is what fueled Johnsonvilles growth. In 1980 I hit the wall. I
realized that if I kept doing what I had always done, I was going to keep
getting what I was getting. And I didnt like what I was getting. I would
never achieve my dream. I could see the rest of my business life being a
never-ending stream of crises, problems, and dropped balls. We could
keep growing and have decent profits, but it wasnt the success I was
looking for.
Story - This is the case where Stayler (CEO) observed that his employees
were uninterested in their work..
Story - Leading the turnaround
Engagement Drivers
Contribute
Control
Collaborate
Credibility
Confidence

Connect
Career
Clarity
Convey
Congratulate
How can leaders engage employees heads, hearts, and hands? The
literature offers several avenues for action; we summarize these as the Ten
Cs of employee engagement.
The ten Cs of employee engagement
The economic landscape is changing
Strong year-on-year growth in GDP in Singapore

The implications on the employment market
Increased growth across sectors
Competition for talent intensifying
Increasingly becoming an employees market

Case Study - Singapore Civil Service
Why Engagement is so Critical
How do we continue to retain
employees in the Public
Sector?

Compensation is critical, but its not everything
Needed to understand the drivers of employee
engagement in the public sector for talent retention

?
21
Approach
In 2005, Mercer established an employee engagement survey, The Singapore Public Sector Employee Engagement
Survey (PS EES) for 20+ agencies
The survey yielded 3,743 data points, sampled from 46 individual public sector agencies
Regression analysis was conducted to identify key drivers to engagement
Overall engagement was measured by the following four questions:
I am proud to work for my organization
I would recommend my organization to others
Given a choice, how much longer will I be working for my organization
How satisfied am I with my organization at the present time
Leadership / Climate Supervisory Practices Career Advancement Job Growth
Job Motivation Learning & Development Teamwork Workload
Engagement Rewards Performance Management & Feedback
11 engagement categories
Employee
Engagement
2007 Key Drivers 2005 Key Drivers
R=.67 R=.64
pr = partial correlation, a measure of statistical relationship
R = coefficient of determination, denotes variation of dependent variable explained by independent variables
Results
Leadership/ Climate
pr = .44
Career Advancement
pr = .38
Job Motivation
pr = .25
Job Motivation
pr = .34
Leadership/ Climate
pr = .27
Career Advancement
pr = .26
Workload
pr = .08
Rewards
pr = .06
Compensation almost never rated in top three drivers at over 20 agencies for senior and mid-level staff but was
within the top three drivers for junior staff
23
Statistically significant drivers of engagement
by category
pr = .38
pr = .44
pr =.25
Employee
Engagement
The strength of leadership in the
organization
Opportunities for growth,
development and long-term career
potential
Being intrinsically motivated by the
work you do

These items accounted for 67% of the variance in Employee Engagement (R=67)

A total of three items were uncovered as statistically significant
key drivers employee engagement at the category level
Leadership/ Climate
Career Advancement
Job Motivation
R=.61
Employee
Engagement
I am proud to work for my
organization
I would recommend my organization
to others
Given a choice, how much longer
will I be working for my
organization
How satisfied am I with my
organization at the present time
Statistically significant drivers of engagement by
item
Item Level Drivers
A total of five items were uncovered as statistically
significant key drivers of Employee Engagement at the
overall level
The key drivers of Employee Engagement center
around:
- The work itself giving them a feeling of
personal accomplishment
- Employees belief that they have opportunities for
growth and development in their organizations
- Employee perceptions that senior management
proactively confronts issues before they become
major problems
- Employee perceptions that the values of their
organization are evident in peoples actions
- Employee perceptions that their organization has
established a good reputation for customer service
Leadership/ Climate
Q . Org values are demonstrated by employees
Leadership/ Climate
Q. Snr Mgmt does a good job of confronting issues
Job Motivation
Q. Feeling of personal
accomplishment
Career Advancement
Q. Opportunity for growth
& development
Leadership/ Climate
Q. Org has established a good reputation for
customer service
pr = .24
pr = .33
pr =.16
pr = .36
pr = .18
pr = partial correlation, a measure of statistical relationship
R = coefficient of determination, denotes variation of dependent variable explained by independent variables
Key takeaways
Compensation is important, but it isnt everything and for the Singapore Civil
Service it didnt factor significantly in the results for most levels of the workforce.
In order to increase levels of engagement, managers need to understand the
drivers of engagement.
Are your employees satisfied, motivated, committed or an advocate for the
Hong Kong Civil Service?
What can you do to help improve your employees engagement?
Key drivers of engagement may vary from industries, organization contexts, and
from country to country: do you know what is driving or eroding your
employee engagement?
Managers can take an active role in engaging the workforce through various
non-financial means leading to better performance and happier employees who
advocate for the government and the public.

The Roots of Engagement
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 or
difference.

Employee engagement plays an important role in shaping the
future of the organization. It is the responsibility of the
organization to implement the possible ways to connect its
employees emotionally with it.
Its long been recognized that the success of any business rests
firmly in the hands of its employees - and that the more engaged
and connected employees are with their company, the greater its
profitability and overall results.

Conclusion
Thank You

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