Employee Engagement

The State of Being Engaged

An employee who is

fully involved in and enthusiastic about his/her
work.
willing to give discretionary effort towards the
success of the organization.

Facts and Figures
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 doesnt 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.
Self Reflection

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 agencys success?
feeling adequately appreciated and rewarded?
believing leaders have a sincere interest in their well being?
Self Reflection
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 ?
Towers Perrin Global Workforce Study
Online polling survey
90,000 employees
18 countries worldwide, including the U.S., China, Canada,
France, the UK & India; AND

Worlds largest employee normative database
2,000,000+ employees
40+ countries
Global Workforce Respondents*
GENDER AGE YEARS AT COMPANY COMPANY SIZE
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., 2008. p. 7.
Global Workforce Respondents*
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., 2008. p. 7.
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)

Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES UNLOCK
EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS, p. 9-10.

Top Ten Global Engagement Drivers
Senior managements sincere interest in employee well-
being.
The opportunity an employee has to improve skills.
The organizations reputation for social responsibility.
Opportunity to provide input into decision making .
An organizations ability to quickly resolve customer
concerns.
Gebauer, p. 13
Top Ten Global Engagement Drivers
An employees readiness to set high personal standards.
Excellent career advancement opportunities.
An employees interest in challenging work.
An employees relationship with her supervisor.
The organizations encouragement of innovative thinking.
Gebaurer, p. 13.
U.S. Engagement Drivers
Senior managements sincere interest in employee well-
being.
Improve skills and capabilities over last year.
Organizations reputation for social responsibility.
Input into decision making.
Organization quickly resolves customer concerns.

Gebauer
p. 15.

Room for Improvement


38% believe senior management is sincerely interested in
well-being.
36% excellent career advancement opportunities.
50% organization encourages innovative thinking.
Gebauer p. 16.
Motivation Maslow Hierarchy of Human Needs



PHYSIOLOGICAL NEEDS
SAFETY NEEDS
LOVE NEEDS
ESTEEM NEEDS
SELF
ACTUALIZATON
Motivation Theory
Create Only Satisfaction
Work Itself
Achievement
Recognition
Growth
Advancement
Responsibility

--- Satisfaction ++++
Create Only Dissatisfaction
Policies and Procedures
Interpersonal Relations
Salary/Pay
Supervision
Working Conditions
Relationship w/Boss

Herzbergs Motivation Theory Herzbergs Hygiene Theory
--- Dissatisfaction ++++
Motivation Theory
Employees will be
motivated when:
putting in more effort will
yield better job performance;
better job performance leads
to organizational rewards
such as more pay and
benefits;
the predicted organizational
rewards are valued by
employees.

Valence
Instrumentality
Expectancy

The product of these
variables is motivation.

Vrooms Expectancy Theory
Three Key Variables
Motivation Theory Employee Value Proposition
Your benefits
Feeling of belonging to an
admirable organization that shares
your values
Satisfaction from
the work you do
Your opportunities for
development and
advancement
The monetary
rewards you receive
Employee
Value
Proposition
Affiliation
Organization
commitment
Work environment
Citizenship
Title
Work
Content
Variety
Challenge
Autonomy
Meaningfulness
Feedback
Compensation
Base salary
Incentives
Cash recognition
Premium pay
Pay process
Benefits
Health
Retirement
Recognition
Perquisites
Career
Advancement
Personal growth
Training
Employment
Security
SIBSON CONSULTING REWARDS OF WORK
Employee Engagement!

Five Actions to
Convert the Enrolled
and Enlist the
Disenchanted

KNOW THEM
GROW THEM
INSPIRE THEM
INVOLVE THEM
REWARD THEM
Gebauer p. 17.
Ten Things Every Organizations Senior Leaders Should
Know About The Workforce Know Them
1. Do employees understand the agencys strategy and embrace
core values?
2. What % of employees know how to add value to the agency?
3. What are the most critical employee retention points in your
agency?
4. How many of your employees are in retention risk zones?
5. How many of your employees are ready for a promotion?
Gebauer pp. 45 - 46.
Ten Things Every Organizations Senior Leaders
Should Know About The Workforce Know Them
6. How many employees exceed their annual performance goals?
7. What rewards have the highest value for each workforce
segment?
8. What do employees say are the key reasons they work for the
agency?
9. What makes employees feel proud of their agency?
10. Is there a belief that the organization delivers on its promise to
customers?
Gebauer pp. 45 - 46 .
Ten Things Every Front-Line Manager Should Know
About Individual Employees Know Them
1. What total rewards (compensation, appreciation, recognition,
work-life balance, etc.) are most meaningful to the employees
working for you?
2. What are their career expectations?
3. What brought these employees to the agency and what keeps
them?
4. How long were these individuals in their prior jobs?
5. When are your employees most likely to be at risk for leaving?
Gebauer pp. 45 46.
Ten Things Every Front-Line Manager Should Know
About Individual Employees Know Them
6. What do your employees do outside of work ? Whats most
important to them?
7. How do these employees view top management?
8. What things inspire the employees who work for you?
9. What do these employees really want to learn about?
10. What do employees need to know about the agency to
appreciate their own contributions to overall success.
Gebauer pp. 45
46.


Ten Things Every Employee Should Know
Know Them
1. Agencys primary mission? What are its long-term goals & values?
2. How is the agency doing financially?
3. What are the agencys greatest challenges at this time?
4. Who is the Executive Director? Who is the employees boss?
5. What are the capabilities/skills one must demonstrate to move
ahead?
--What does the manager see as your greatest strengths & most limiting
weaknesses?
--What is the intended career path over the next 2 years?
--Is it clear how to get there?
Gebauer pp. 48 .
Ten Things Every Employee Should Know
Know Them
6. Formal education/learning opportunities the agency provides you?
7. What socially responsible activities does your agency undertake?
8. How does your work contribute to the agencys goals?
9. How does your work contribute to the agencys business?
10. Can you articulate what factors go into your overall compensation
& what factors contribute most to determining your next salary
increase?
--Do you know all the health & financial benefits your agency offers?

Gebauer pp. 48-49.
Grow Them
36% have not improved their skills over the past year.
48% have not received the training needed to do the job.
64% believe their company rates average or below in
providing training opportunities.
72% other organizations do a better job than their current
employer for career development.
Gebauer, p. 76.
Inspire Them
To inspire them, engaging agencies create two
key emotional bonds with employees:
A sense of pride in the work they and the agency
do.
A belief that the agency cares about the
employees well-being.
Inspire Them
49% believe their senior leaders act in ways consistent
with the organizations values.
38% senior management has sincere interest in
employee well-being.
38% senior management communicates openly &
honestly.
44% senior management tries to be visible and
accessible.


Gebauer p. 120.
Involve Them
Create a line-of-site understanding.
Gather employee input to leverage experience
and foster creative problem solving.
Provide both informal and formal feedback.
Create opportunities for collaboration.
Give employees the freedom to act.
Gebauer pp. 163-184.
Reward Them
The work experience is defined by a combination of 4
things on the Rewards front:
Pay: what people are paid/how fair/competitive it is.
Benefits: how & to what extent employees are protected
from medical, financial, & other risks in their lives.
Development: how the agency ensures employee
development & advancement.
Environment: how supportive, stimulating & open the
culture & environment are.
Gebauer p.192.
Disengagement Gap
The gap thats created
when an agency tries to
execute its strategy
despite its people
rather than through
them.
Engagement Questions
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?

Questions for Action
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 agencys work?

The Engagement Difference

3 Brick Layers Story
3 Brick Layers story
READ: 3 Bricklayers work side by side. Each one picks up a brick, spreads it
with mortar and sets it in place. A little boy asks them, What are you doing?
The first bricklayer says, Im putting one brick on top of another. Isnt that
obvious?
The second says, Im building a wall for the west side of the Church.
The third says, Im creating a cathedral. It will stand for centuries and inspire
people to do great deeds.
This simple story has 2 key variables: the approach and the outcome.
Consider these questions that deal with the approach and the outcome:
Which bricklayer was just looking forward to quitting time?
Which one was focused only on his task or his part of the job?
Which bricklayer was truly engaged in what he was doing & understood the
link between his work and the impact it would have on other people.
There is a wide variance between just laying a brick and building a cathedral.
The approach and the results are dramatically different.
What percentage of your people are putting one brick on top of another?
What percentage are building a wall for the Church?
What percentage are creating a cathedral? CONTEMPLATE THIS
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.

The roots of engagement
People want to be a part of something big: when this happens
people get a feeling that they are as big as the effort is. This feeling
affords a sense of substance, importance, pride and direction.
Its impossible to get people in any organization to think big if
theyre constantly asked to just do their job.
People must understand the big picture workings of the business
and the overall purpose that it serves. Both of these contexts help
people realize that what they can achieve with others is greater
than what they could do by themselves.
The vision, mission and values must be demonstrated by leaders
and managers who bring them to life every day with the people
they had.
Story of little girl playing soccer . A feeling of being on the outside,
not belonging, can disintegrate into something much worse than
disengagement. Its important to remember what its like to start
off being excited about a new job and a new role and, over time,
become disillusioned because you dont feel that you can fully play.
Theres a feeling of excitement, pioneering, discovery and a sense
of accomplishment that comes from achieving something that
matters.
In simple terms, a strategy is an adventure. And a meaningful
strategy captures a sense of purpose, of doing something together
that is worth the effort. It creates incredible energy and a
formidable challenge and it unites people in the pursuit of
outstanding achievement.
Engaged people feel that whatever theyre doing is unquestionably
connected to making a difference in the lives of other people.

The roots of engagement