The High Engagement Workplace (HEW

):
A New Directions Paper

A compilation of thoughts on engaging a new workplace

Employee engagement reflects the degree to which there is a heightened level of ownership and emotional commitment from an employee to the organization and his or her internal and external customers. Employees who feel engaged are personally and emotionally bound to the organization, feel pride in recommending the company to others, volunteer for extra duties, say good things about the organization and their managers, are attached to intrinsic rewards they gain from being with the organization, stress the positive, work for the inclusion of everyone and feel a close attachment to the values, ethics and actions embodied by the organization.

Employee engagement affects desirable business outcomes such as retention of talent, customer service, individual performance, team performance, productivity, and adaptability to change. The question to ask is, “Why are some people not engaged or actively disengaged?” Let’s look at some statistics and general findings from research.

Statistics and general findings:
1. Only 29% of employees state that they are actively engaged in their jobs (work with passion and feel a strong connection to the company). Gallup Management Journal 2. One-third of people say they plan to look for a new job when the opportunity arises. 3. 88% of highly engaged employees believe they can positively impact the quality of their organizations’ products. Only 38% of the disengaged feel the same way. 4. 68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged. 5. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer-focused, safer and less likely to leave their employer. 6. High involvement management practices were positively associated with employee morale, employee retention and financial performance. 7. Peers play an important role in influencing the attitude of their peers. 8. The rules of work are changing. Commitment, hard work and loyalty counted for little during the recession. People now want work that is on their terms. 9. Engaged employees plan to stay for what they give; disengaged employees stay for what they get. 10. Employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction. A New Directions White Paper: The High Engagement Workplace

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12. managers. Beyond the Numbers: A practical approach for individuals. *Employee Engagement Report 2011. Trust in executives appears to have more than twice the impact on engagement levels than trust in immediate managers does.11. Engagement surveys without visible follow-up actions may actually decrease engagement levels. and executives by Blessing White Research (published Jan 2011) Workers Can Be Classified Into 6 Major Groups: Detached contributors (15%) – see the value of work for its near-term economic benefit Stalled Optimists (19%) – work is a source of livelihood but not yet a satisfying priority in their lives Maverick Contributors (15%) – work is one of the multiple opportunities they have for change and excitement in their lives Self-Empowered Innovators (14%) – work is about creating something with lasting value beyond themselves Fair & Square Traditionalists (20%) – work is about upward mobility Accomplished Contributors (17%) – work is an opportunity to be a valuable part of a winning team * Profiles International Worker Classification Accomplished Contributors 17% Fair & Square Traditionalists 20% SelfEmpowered Innovators 14% Maverick Contributors 15% Detached Contributors 15% Stalled Optimists 19% 2 A New Directions White Paper: The High Engagement Workplace .

encouraging a sustained effort. Rothwell. D. Employee perceptions of job importance. including the organization’s commitment to improving the partnership between employees and the employer. 10. presenting awards publicly and evaluating the incentive program regularly). Managers who model the level of engagement they seek. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. superiors and subordinates. Quality of working relationship with peers. Perceptions of the ethos and values of the organization. Career advancement/improvement opportunities. Regular feedback and dialogue with superiors.How to Have the Greatest Influence on Employee Engagement: 1. 4. 9. selecting the right rewards for the incentive program.. ‘Inspiration and values’ is the most important driver in the Engaged Performance model. the way they are viewed. Ph. workers will not be either. SPHR: The Pennsylvania State University Work Alignment with Competencies Promotions 3 A New Directions White Paper: The High Engagement Workplace . 8. 3. Effective internal employee communication. If leaders are not fully engaged. having lots of winners and rewarding all achievers. Employer engagement. 5. Employee clarity of job expectations. communicating the plan effectively and frequently. Areas That Must Be Considered When Looking at Engagement: Recruitment Selection Feedback Systems Rewards Recognition Social Involvement *Beyond Rules of Engagement: How Can Organizational Leaders Build a Culture That Supports High Engagement by William J. and the ownership they are given. Reward to engage (setting realistic targets. 6. 2. 7.

Create a culture that encourages engagement 2. department and individual to address the root causes of problems that lead to employee disengagement 4. Hold people accountable for demonstrating progress in building engagement 5. Measure employee engagement periodically 3. SPHR: The Pennsylvania State University Encourages Reward Measure Accountablility Action Plan 4 A New Directions White Paper: The High Engagement Workplace . Ph. Rothwell.5 Things to Ensure Success in Improving Employee Engagement: 1. Reward those who demonstrate progress in building engagement *Beyond Rules of Engagement: How Can Organizational Leaders Build a Culture That Supports High Engagement by William J. D.. Develop action plans by organization.

12 Elements of Great Managing That Affect Engagement: o o I know what is expected of me at work. Harter o o o o o o o o o o 5 A New Directions White Paper: The High Engagement Workplace . (Do you have a best friend at work?) In the last six months. (At work. I have had opportunities at work to learn and grow. do you have the opportunity to do what you do best every day?) In the last seven days. my opinions seem to count. I have the opportunity to do what I do best every day. or someone at work. (In the last 6 months. (In the last year. (Does your supervisor. has someone at work talked to you about your progress?) This last year. (Is there someone at work who encourages your development?) At work. (Do you know what is expected of you at work?) I have the materials and equipment I need to do my work right. have you had opportunities to at work to learn and grow?) *12 Elements of Great Managing by Rodd Wagner and James K. seems to care about me as a person. seem to care about you as a person?) There is someone at work who encourages my development. someone at work has talked to me about my progress. have you received recognition or praise for doing good work?) My supervisor. (At work. (Are your associates (fellow employees) committed to doing quality work?) I have a best friend at work. (In the last seven days. (Does the mission/purpose of the company make you feel your job is important?) My associates or fellow employees are committed to doing quality work. (Do you have the materials and equipment you need to do your work right?) At work. or someone at work. I have received recognition or praise for doing good work. do your opinions seem to count?) The mission or purpose of my company makes me feel my job is important.

com or by calling 800.730. 6 A New Directions White Paper: The High Engagement Workplace .Looking to start a workplace that is highly engaged? For more information or assistance on how you can start an engaged culture in your organization please contact us at info@newdirectionsconsulting.3631 Compiled by New Directions Consulting. Inc.

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