 An employee who is

 fully involved in and enthusiastic about his/her work.

 willing to give discretionary effort towards the success
of the organization.
 Nine out of every ten workers in the world want
to take on challenges and are ready to put
discretionary effort into their jobs.
 Unfortunately, only two employees in ten do so.
This discrepancy – the “engagement gap” – may
seem standard …but doesn’t have to be!

*Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., 2008. p. 2.
 Think about your own colleagues, teams & departments –
Are they:
 routinely going the extra mile?
 learning new skills?
 helping your organization meet its goals?
 understanding the role they play in the agency’s success?
 feeling adequately appreciated and rewarded?
 believing leaders have a sincere interest in their well being?
 As a leader and a direct manager of others, do you:
 motivate people to go the extra mile?
 help people in the organization develop new skills?
 inspire employees to do what it takes for agency success?
 inform people about how they contribute to the agency?
 show appreciation & recognize the efforts of work well done?
 care about the people who work for the agency & for you ?
 Online polling survey
 90,000 employees
 18 countries worldwide, including the U.S., China, Canada,
France, the UK & India; AND

 World’s largest employee normative database

 2,000,000+ employees
 40+ countries
 GENDER AGE YEARS AT COMPANY SIZE
COMPANY
Male 65% 18 – 24 11% <1 year 11% 250 – 999 29%
Female 35% 25 – 34 33% 1 – 4 years 34% 1,000 – 2,499 19%
35 – 44 28% 5 – 9 years 23% 2,500 – 4,999 10%
45 – 54 20% 10 – 14 years 11% 5,000 – 14,999 15%
55+ 8% 15+ years 21% 15,000+ 27%

*Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc.
Respondents by Country
Belgium 1,000 India 4,500 Poland 1,000
Brazil 1,500 Italy 1,000 Russia 1,000
Canada 5,000 Japan 4,000 Spain 1,000
China 6,000 Korea 1,000 Switzerland 1,000
France 5,000 Mexico 1,000 United Kingdom 5,000
Germany 3,000 Netherlands 2,500 United States 41,500

Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc.,
 Employee Engagement is a deep and broad connection
employees have with an organization that results in a
willingness to go beyond what’s 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)

Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES
UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS,
 Senior management’s sincere interest in employee well-
being.
 The opportunity an employee has to improve skills.
 The organization’s reputation for social responsibility.
 Opportunity to provide input into decision making .
 An organization’s ability to quickly resolve customer
concerns.
 An employee’s readiness to set high personal standards.
 Excellent career advancement opportunities.
 An employee’s interest in challenging work.
 An employee’s relationship with her supervisor.
 The organization’s encouragement of innovative thinking.
 SELF
ACTUALIZATON

ESTEEM NEEDS
LOVE NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
 Herzberg’s Motivation Theory Herzberg’s Hygiene Theory

 Create Only Satisfaction  Create Only Dissatisfaction

 Work Itself  Policies and Procedures
 Achievement  Interpersonal Relations
 Recognition  Salary/Pay
 Growth  Supervision
 Advancement  Working Conditions
 Responsibility  Relationship w/Boss

--- Satisfaction ++++ --- Dissatisfaction ++++

Vroom’s Expectancy Theory
Three Key Variables
 Employees will be motivated
when:  Valence
 putting in more effort will
yield better job performance;  Instrumentality
 better job performance leads  Expectancy
to organizational rewards
such as more pay and
benefits;  The product of these variables
 the predicted organizational is motivation.
rewards are valued by
employees.
 Affiliation Feeling of belonging to an
 Organization admirable organization that
commitment shares your values
 Work environment
 Citizenship
 Title
Compensation Work
 Base salary
The monetary
 Incentives
Content
rewards you  Variety
 Cash recognition
receive  Challenge Satisfaction from
 Premium pay
 Autonomy the work you do
 Pay process Employee  Meaningfulness
Value  Feedback
Proposition

Benefits
Career
 Health
 Advancement Your opportunities for
Your benefits  Retirement
 Personal growth development and
 Recognition
 Training advancement
 Perquisites
 Employment
Security

REWARDS OF WORK
Five Actions to Convert
the Enrolled and Enlist  KNOW THEM
the Disenchanted
 GROW THEM

 INSPIRE THEM

 INVOLVE THEM

 REWARD THEM
Gebauer p. 17.
 How can we convince an entire organization to
think & act differently?
 How could we encourage those discretionary
efforts so critical to success?
 How can the full workforce be engaged thereby
enabling the strategy to succeed?
• Top activities in which you are engaged ?
• Why are they so compelling?
• How might you engage people in your organization?
• What percentage of your employees are truly engaged in
your agency’s work?
• 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.