What it takes to get

Engaged and Motivated

Be the S.E.L.F.
People are P.R.I.M.E.

Do it F.A.S.T.
 The world of
Get engaged with
Adaptable
SELF
Organization

FAST People are

beats the SMART PRIME

Our Flow of Learning

LEARNING OBJECTIVES

•A ppreciate
Appreciate Augmented Employee Engagement Experience as
business essential of an adaptable or agile organization

Collect best practices, tools and next practices shared during this session.

Thrive in the chosen profession with the learning appreciated and

collected through this session.
Poll #1:
In what way am I meeting the needs of my colleagues

1. My leadership has a clear plan of action

2. I feel well prepared to do my job
3. My supervisor keeps me informed about what
is going on
4. My organization cares about my well being
5. For the past 24 hours, I have been practicing
social distancing
What is Employee Engagement

Quantum Workplace
The strength of the mental and emotional connection employees feel
toward their places of work

Willis Towers Watson

Employee’s willingness and ability to contribute to company success

Aon Hewitt
The level of an employee’s psychological investment in their
organization
 Behaviors of an
Engaged and Disengaged Employees

• Optimistic • Pessimistic
• Team-oriented • Self-centered
• Goes above and beyond • High Absenteeism
• Solution-oriented • Negative attitude
• Selfless • Egocentric
• Shows a passion for • Focuses on monetary
learning worth
• Passes along credit • Accepts credit but
but accepts blames passes along blame
 Purpose-Driven
(Articulate the Company’s Vision
as its core purpose that inspires
employees and external
stakeholders to contribute and
overcome the crisis situation)

Agile Teams
Alternative Workforce
(Use the open talent market to
ADAPTABLE
ORGANIZATION
(Create small teams with diverse
address skill shortage/acquire new
capabilities to drive innovation
skills to focus on the business
and launch new products, services
or approaches to serve customers)
priorities; i.e., contractors, (Recover and Thrive in the
project/contracted jobs) New Normal)

Outcome-based Roles Leadership At All Levels

(Empower the Business Leaders (Assign Leaders across levels to
and their team members to align teams, guide them in
operate as an owner to deliver the uncertainty and drive actions
expected outcomes) quickly and in a nimble way)
 ADAPTABLE
ORGANIZATION
(Recover and Thrive in the
New Normal)
 ADAPTABLE
ORGANIZATION
(Recover and Thrive in the
New Normal)
First with
S.E.L.F.
STEWARDSHIP
People Well-
being
is the
topmost priority.

It is
NON NEGOTIABLE

Stewardship I Equilibrium I Leadership I Fulfillment

 Create your own Balance
1.Limit Non-Essential
activities
2.Learn when to say NO
3.Establish boundaries and
unplug
4.Consider your schedule
5.Communicate your needs
6.Express your innate
altruism

EQUILIBRIUM
 Leading through
COVID 19
1.Adaptive Capacity
2.Resilience
3.Trust

LEADERSHIP
ADAPTABLE ORGANIZATION
(Recover and Thrive in the
New Normal)
 ADAPTABLE
EFFECTIVE LEADERS must embrace change, navigate ambiguity and complexity, and
ORGANIZATION
(Recover and Thrive in the
harness an increasingly diverse workforce New Normal)
 “FullFeeling” Teams
1.Embrace Flexibility
2.Reimagine the employee
Experience
3.Bring compassion to
Every conversation
4.Focus on Leveraging
the employees’ talents
5.Find out if employees
are Thriving

FULFILLMENT
People are
PRIME
Praise or Pat on the back
Recognize their well-being by
Reconnecting with them often
People are
Inspire by Involving them in Decisions PRIME
Mentor or coach them – team-based

Equity - emotional support in an extra mile

Managing remotely during disruption
Brandon Hall Goup, May 2020
Managing remotely during disruption
Brandon Hall Goup, May 2020
Managing remotely during disruption
Brandon Hall Goup, May 2020
Re-Introducing HA
Remote Workforce Analytics
oLaunched shortly after the COVID19 pandemic outbreak to assist
individuals and organizations in effectively implementing remote
working arrangements
oTwo (2) Overview Reports may be generated free of charge until
end of December 2020
Remote Work Overview for independent contributors
Remote Leadership Overview for leaders
 Report Title

Suitability
Score

Individual
Competency
Scores

Note:
Free until EO
Dec 2020
 Report Title

Suitability
Score

Individual
Competency
Scores

Note:
Free until EO
Dec 2020
 FAST
beats the SMART
FAST
Frequently Goals should be embedded in ongoing
discussions to review progress, allocate
SMART
discussed resources, prioritize initiatives, and
provide feedback
Specific Make your goals specific and narros for
more effective planning

Ambitious Objectives should be difficult but not

impossible to achieve
Measurable Define what evidence will prove you’re
making progress and reevaluate when
necessary

Attainable Make sure you can reasonably accomplish

Specific Goals are translated into concrete
metrics and milestones that force
clarity on how to achieve each goal
and measure progress
your goal within a certain timeframe
Relevant Your goals should align with your values and
long-term objectives

Transparent Goals and current performance

should be made public for all Time-based Set a realistic, ambitious end-date for task
employees to see prioritization and motivation
References:
10 Ways Leaders Can Improve Engagement and Wellbeing
https://www.gallup.com/workplace/320108/ways-leaders-improve-engagement-wellbeing.aspx

Improve Your Employees' Resilience Immediately By Asking Them Five Simple Questions
https://www.forbes.com/sites/markmurphy/2020/04/19/improve-your-employees-resilience-immediately-by-asking-them-five-
simple-questions/#3a7a454a420b

Why Remote Workers Are More (Yes, More) Engaged

https://hbr.org/2012/08/are-you-taking-your-people-for

Employee Engagement Strategy During Covid-19 Pandemic

https://blog.xoxoday.com/post/employee-engagement-strategies-critical-ways-to-address-a-global-epidemic

COVID-19: Leading Through Disruption Remote Workforce Analytics and Remote Leadership Analysis
https://www.gallup.com/298523/covid-19.aspx https://www.harrisonassessments.com

Developing and Sustaining Employee Engagement The Adaptable Organization

https://www.shrm.org/resourcesandtools/tools-and- https://www2.deloitte.com/content/dam/Deloitte/global
samples/toolkits/pages/sustainingemployeeengagement.aspx /Documents/HumanCapital/ao-individual.pdf

With Goals, FAST Beats SMART

https://sloanreview.mit.edu/article/with-goals-fast-beats-smart/
JACQUELINE FE RETES-LUY, FPM
Independent Consultant
P: +639985318551
E: jfrluy@gmail.com